workshop training
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© Copyright IBM Corporation 2008
IT Strategy Workshop
Training
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© 2008 IBM Corporation
Dynamic Infrastructure
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Agenda
IT Strategy Workshop Overview and Kit
IT Strategy Workshop Discussion Guide
IT Strategy Workshop Process Flow and Facilitator‟s Guide
Pre-Workshop Call and Data Collection
Conducting the Workshop
Sample Deliverable
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The IT Strategy Workshop will help create a prioritized action plan for the client
Workshop Goals- Understand client‟s Infrastructure needs
- Understand the proper IT providerrelationship for this client
- Understand the Dynamic Infrastructure visionand its applicability to the client‟s organization
- Identify current state of the client towardsbuilding a Dynamic Infrastructure
- Develop a high-level vision to begin the journey towards a Dynamic Infrastructure.
- Build a prioritized action plan towardsimplementing that vision
Workshop Scope- A one day planning workshop
- Joint high level review of the client‟s business
plans, IT plans, IT infrastructure and services- Develop a prioritized list of short and longer
term activities for further analysis orimplementation that will drive evolution into aDynamic Infrastructure.
Overview
- Facilitated by 2 executive consultants
- Pre-workshop discussion to review scope,
roles and responsibilities
- May include Dynamic Infrastructure
education
Client Deliverables- .pdf file containing analysis and includes
roadmaps for closing key gaps
- .pdf file containing project descriptions
Feedback should be available to the clientwithin 7-10 business days of the
workshop
Description
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Workshop Kit
Facilitator‟s Guide
Workshop Discussion Guide
Pre-workshop Call Presentation Template
Data Collection Template
Workshop Presentation Template
IT Provider Relationship Scoring Worksheet
Workshop Sample Deliverable
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© Copyright IBM Corporation 2008
IT Strategy Workshop
Discussion Guide
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Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide theDNA needed to thrive in a smarter planet.
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Dynamic Infrastructure
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Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
Three Phases of Building a Dynamic Infrastructure
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
Bu siness Ini t iat ives
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1. How does the business view IT?
2. Do IT initiatives align with the business‟ strategy?
3. Where are you in each area and where are you headed?
4. Sanity check. Is this where you need to be?
5. Adjust desired future states to align business and IT.
6. Identify and prioritize gaps.
7. Build roadmaps and plans.
IT Strategy Workshop
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Who attends?
What is the IT Strategy Workshop?
How long?
What are objectives?
What are the outputs?
CIO and direct reports
IT architects and analysts
1 day workshop
plus some data gathering and final presentation
Define or refine IT strategy to ensure alignment with
business strategies and initiatives
Identify and prioritize IT infrastructure gaps
Create roadmaps to close high priority gaps
Analysis on strategic alignment between IT and the
business
Roadmaps towards closing high priority infrastructuregaps
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Dynamic Infrastructure
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S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP06:
Consolidate stand-
alone servers into
blade servers
S40202DP07:
Conduct a x86-
based server
virtualization
Proof of
Concept (POC)
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
application areas
S40202DP10:
Pilot the use of grid
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
S40202PE01:
Consolidate x86-
based application
instances across
the enterprise
S40202PE02:
Expand the use
of blade server
technologiesacross the
enterprise
S40202PE03: Pilot
workload
management with
dynamic
virtualization
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE05:
Expand the use
of gridcomputing
across the
enterprise
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
[C40702DP03
C40702DP02
C40702DP01]
S40201DP09:
Review and
assess for grid
computing
readiness
S40202DP04:
Determine best fit
workload platform
using the server
selection process
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
[A40102DP03,
C40402DP02,
A40103PE01]
[C40701DP06,
S40505DP02,
C40701DP02]
[S40504DP04,
S40504DP01,
C40701DP02,
S40505DP02,
C40701DP06]
[S40504PE01:
S40505PE02:
S40504PE03]
1. Strategic Alignment
Analysis
• Select BusinessInitiatives
• Determine IT ProviderRelationship with theBusiness
2. Current vs Target Gap
Analysis for 14 IT
Characteristics
• Where are you now?• Where do you need to
be?• Conduct Gap Analysis
3. Prioritization
• Prioritize gaps• Select gaps for building
roadmaps
4. Roadmaps
• Create Roadmaps• Identify initiatives
for each gap
The IT Strategy WorkshopUses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
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Benefit as IT
Value
Driver
The First Step in IT TransformationUnderstanding the Needs of the Business, and Aligning IT Actions to that Strategy
Cost
as IT Value DriverHigh
High Provid er Relat ionsh ip Model
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
Uti l i ty
Commodi ty
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower
than the competition
Provider of an adequate service at a cost lower than the
competition
Partner
Enabler
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Dynamic Infrastructure
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Financial ManagementFinance
Service Support
Solution Deployment
Service Delivery
Service Automation
Security & Compliance Management
Process
Site and FacilitiesEnvironment
IT Host Resources
Unix Servers
X86-based Servers
Midrange Servers
Compute
IT Storage Resources
Information Lifecycle Management (ILM)Storage
IT Network ResourcesNetwork
D o
m a i n s o f C a p a b
i l i t y
IT Strategy Workshop Evaluates 14 IT Characteristics
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Dynamic Infrastructure
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Sample AgendaFor IT Strategy Workshop
Discuss Client‟s Current IT Environment
and Future Directions
Dynamic Infrastructure Strategy Overview
Introduction to Dynamic Infrastructure StrategicPlanning Assessment
Evaluate Strategic Alignment
Evaluate Current and Desired TechnicalCapabilities
Prioritize Gaps to Address
Plan Next Steps and Wrap-up
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IT Strategy Workshop Process Flow…
Workshop prep
Explore
Workshop session
and assessment
review
IBM Business Partner
develops report
Detailed roadmap
development
IBM Business Partner
presents report withdiscussion
Client roadmap
presentation
1
Client provides IBMBusiness Partner teamwith pre-workshopbackground materials
1 - 2 Weekselapsed time 1 – 2 weeks 2 – 4 hours
2 3 4 5
IBM, IBM Business Partner and
Client participants
Assessment
Postworkshop AssessmentReadout(2 hours)
6 Next
Steps
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Dynamic Infrastructure
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Excerpts from Deliverable
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Dynamic Infrastructure
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Core workshop deliverables include the strategic alignment assessment results,customized roadmaps and project details.
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs.
desired future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based
on client priority, showing projects by initiative
and interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
B e n e
f i t
a s
I T V a l u e D r i v e r
Cost
High
High Provider Relat ionship Model
Provider researches,
recommends and implementstechnology to enable quantum
leap in business capability
2 Uti l i ty
1
Commodi t y
Provider works with others to
develop a service and provide
resources/skills necessary to
support the service
Provider of a quality service at
a cost equal to or lower than
the competition
Provider of an adequate service
at a cost lower than the
competition
3 Partner
4 Enabler
Projects Selected
Respondents Desired stat
Priorities selected
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Dynamic Infrastructure
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Sample Deliverable: Current State of Dynamic InfrastructureInformation
Infrastructure
Virtualization andOptimization
Facilities and Data
Center
Business Resilience and
Security
Service Management
and Asset Management
Strategy Strategy document suggests IT‟s intent to align with xClient‟s objectives.
Provide failover
redundancy and support
data access
Incomplete strategy tooptimally handle growth.
Recognized need for
virtualization and
optimization strategy.
Strategy in early stages of
development; not yet
documented.
Tactical reactive approaches
substituted for strategy.
Undocumented, “best-effort” backupand recovery capabilities.
___________________________
Security strategy to balance risk versusexpense. React to exposures as identifiedby audit processes.
No overall documented
service management or asset
management strategy.
Architecture andDesign
Some documented standards but often ignored.
Multiple vendors, multipleSANs.
Early stages of defining dataclasses andretention/archival policiestowards implementinglimited ILM requirement.
Under consideration and
development pending
creation of strategy.
Early stages of someconsolidation using blades.
Tactical approach to
supplement xClient’s facilities
with rented DC space.
Incomplete research for fact-
based architecture and design
alternatives.
Multiple sites, self designed and
implemented failover for storage.
___________________________
Varied security architecture largely drivenby individual vendor products‟ security
standards.
Some documented processes.
Some staff ITIL education.
Early stages defining servicescatalog.
Implementationand Maintenance
3 sites with 2-way failover byapplication.
High information growthrates and indefinite retentiondemands contribute tofacilities issues.
Some storage virtualization.
All other areas awaiting
completion of strategy,
architecture and design.
Power, space and cooling
issues severely compromise
DC stability and effectiveness.
Impede ability to deploy
and/or grow strategic
applications.
Critical server failover exposure.
______________________________
3 sites with 2-way storage failover byapplication. Dependent servers lackfailover or off-site failover capabilities.
Minimal process related securityincidences.
Non-integrated tools do not
cover many service
management areas.
Opportunity to further exploit
installed tools.
Resource challenges for
failover & stress testing.
Usage statistics not collected.
Multiple manual Asset DBs.
Minimal to no progress
Moderate or in-progress
Significant progress to completion
Many infrastructure pillars are in early stages of formalizing strategy and architecture. Statistics-gathering processes and toolsthat support fact-based decision-making need improvement. Space, power and cooling constraints severely limit ability togrow or support new strategic applications.
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Core workshop deliverables include the strategic alignment assessment results,customized roadmaps and project details.
Strategic Alignment Assessment: How does the business view IT? Do IT
initiatives align with what the business needs
from IT?
Summary Assessment : Current vs.
desired future state assessment of IT
capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based on client priority, showing projects by
initiative and interdependencies.
List of candidate project
descriptions: For entries in the roadmap
that will incrementally advance IT capabilities
towards the desired future state.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Finance
Process
Environment
Network
Storage
Compute
Discrete PartialIntegration
EnterpriseIntegration
DefinedValue Net
Open ValueNet
Scope of services
Assess current state Determine future stateIdentify required
capabilities and initiativesDevelop roadmaps
xClient’ Business/IT Goals & Initiatives
D o m a i n s o f C a p a b i l i t y
Finance
Process
Environment
Network
Storage
Compute
Discrete PartialIntegration
EnterpriseIntegration
DefinedValue Net
Open ValueNet
Scope of services
Assess current state Determine future stateIdentify required
capabilities and initiativesDevelop roadmaps
xClient’ Business/IT Goals & Initiatives
D o m a i n s o f C a p a b i l i t y
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Core workshop deliverables include the assessment results, customizedroadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Storage Resources
- Determine storage migration‟s relative importance in light of other IT
projects and allocate additional resources as necessary.
- Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
ILM
- Leverage techniques and skills gained from individual accounts ‟
ILM implementations across all of xClient.
- Continue data tieringanalysis.
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
- Establish governance processes to ensure adherence to ILM
standards policies and processes.
Networking
- Complete migration to xClient's Internal IT network
- Assess xClient's Internal IT network security architecture and
implementations to ensure xClient customers‟ network security
requirements can be met.
Compute
Storage Resources
-Standardization on xVendor storage is resulting in a large storage
migration project. This project is proceeding slowly due to resource
constraints.
-No storage virtualization in use
ILM
-xClient IT provides and supports ILM only for selected customers and
otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
definitions with minimal customization, each ILM contract customer
defines data tiers unique for their organization.
-Current work underway to examine like groups of contract terms for
defining common cross-organization data tiers.
Networking
-
Project underway to migrate xClient network infrastructure to existingxClient's Internal IT network
RecommendationsObservation
Storage Resources
- Determine storage migration‟s relative importance in light of other IT
projects and allocate additional resources as necessary.
- Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
ILM
- Leverage techniques and skills gained from individual accounts ‟
ILM implementations across all of xClient.
- Continue data tieringanalysis.
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
- Establish governance processes to ensure adherence to ILM
standards policies and processes.
Networking
- Complete migration to xClient's Internal IT network
- Assess xClient's Internal IT network security architecture and
implementations to ensure xClient customers‟ network security
requirements can be met.
Compute
Storage Resources
-Standardization on xVendor storage is resulting in a large storage
migration project. This project is proceeding slowly due to resource
constraints.
-No storage virtualization in use
ILM
-xClient IT provides and supports ILM only for selected customers and
otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
definitions with minimal customization, each ILM contract customer
defines data tiers unique for their organization.
-Current work underway to examine like groups of contract terms for
defining common cross-organization data tiers.
Networking
-
Project underway to migrate xClient network infrastructure to existingxClient's Internal IT network
RecommendationsObservation
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
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© 2008 IBM Corporation
Dynamic Infrastructure
22
Core workshop deliverables include the assessment results, customizedroadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs.
desired future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based
on client priority, showing projects by initiative
and interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
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© 2008 IBM Corporation
Dynamic Infrastructure
23
Core workshop deliverables include the assessment results, customizedroadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
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© Copyright IBM Corporation 2008
IT Strategy Facilitator’s Guide
Excerpts
Louise Hemond-Wilson
D i I f t t
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Steps in the Workshop Facilitator’s Guide
1. COORDINATION OF THE DELIVERY TEAM: The delivery resources need tocontact each other to determine who carries the lead/ownership for which portionof preparing and conducting the workshop. This is a needed step to ensureequitable division of labor. Major task areas needing ownership are:
- Arranging the call with the IBM or IBM Business Partner sponsor.
- Preparing the pre-workshop .ppt file, distributing to the client, ensuring the call gets
scheduled by the account team.- Leading the pre-workshop call discussion with the client.
- Interacting with the client for logistical details and obtaining pre-workshop materials.
- Preparing the workshop tool, the workshop .ppt file and the CUPE .xls spreadsheet.- Scheduling the immediate pre-workshop meeting for the delivery team and the account
team.
- Leading different portions of the workshop.
- Owning the creation of the .ppt Final deliverable, the creation of roadmaps and thecreation of the project document.
- Scheduling the final presentation walkthrough with the account team.
- Scheduling the final presentation with the client.- Sending materials to the account team and the client.
- Posting the deliverable in the team room.
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D i I f t t
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Steps in the Workshop Facilitator’s Guide continued
6. WORKSHOP: At the conclusion of the workshop query the client for potentialdates for the final presentation. Schedule that now if possible or as soon afterthe workshop as possible.
7. IMMEDIATELY POST-WORKSHOP: Immediately following the workshop or thenext day, the workshop delivery team assembles in-person to complete key partsof the analysis and observations. Typically this is the scorecard, the CUPE
graph, the Observations and Recommendations at a minimum. Someone shouldbe assigned as owning creating the following parts of the deliverable:- The Final presentation .ppt
- The roadmaps (to be incorporated into the Final .ppt)
- The project descriptions .ppt. This is typically delivered to the client as a separatedocument since it is often quite large.
8. POST-WORKSHOP: Typically the delivery team uses Sametime Screen Sharingor NetMeeting to work collaboratively on creating the Final .ppt. The teammember who owns creation of the Final presentation should schedule time forthe team to work together. This is best done as quickly as possible after aworkshop. However, due to calendar coordination for the client, presentation ofthe final deliverable might not occur for weeks or even a month.
Dynamic Infrastructure
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Dynamic Infrastructure
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Steps in the Workshop Facilitator’s Guide
9. PRE-FINAL REVIEW WITH THE ACCOUNT TEAM: Prior to
conducting the final review with the customer, schedule time with theaccount team to review the deliverable. The purpose of this call is to:
- Make the account team aware of what will be said.
- Listen to their perspective on how the message will be received or learn of anymatters to take into consideration in the analysis.
- Translate the generic next step and project descriptions into viable IBM or IBM
Business Partner services or products that the account team might use in their
discussions with the client.
10.FINAL PRESENTATION WITH THE CLIENT: Conduct the final
presentation with the client. Capture appropriate client and accountteam feedback. Send the client .PDF versions of the FINAL andPROJECT files prior to the conference call.
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deeper
© Copyright IBM Corporation 2008
IT Strategy
pre-Workshop Call
Louise Hemond-Wilson: hemo nd@us. ibm.c om
Dynamic Infrastructure
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Dynamic Infrastructure
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Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned withbusiness strategies, initiatives and objectives.
Dynamic Infrastructure
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Dynamic Infrastructure
32
Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide theDNA needed to thrive in a smarter planet.
Dynamic Infrastructure
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Dynamic Infrastructure
33
Agenda
IT Strategy Workshop Technique – overview
Workshop Delivery Approach, Agenda, and Deliverables
Confirm Workshop Objective, Parameters, Scope, and Participants
Next Steps
Dynamic Infrastructure
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Dynamic Infrastructure
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Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
Three Phases of Building a Dynamic Infrastructure
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
Bu siness Ini t iat ives
Dynamic Infrastructure
8/12/2019 Workshop Training
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© 2008 IBM Corporation
Dynamic Infrastructure
35
S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP06:
Consolidate stand-
alone servers into
blade servers
S40202DP07:
Conduct a x86-
based server
virtualization
Proof of
Concept (POC)
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
application areas
S40202DP10:
Pilot the use of grid
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
S40202PE01:
Consolidate x86-
based application
instances across
the enter prise
S40202PE02:
Expand the use
of blade server
technologies
across the
enterprise
S40202PE03:Pilot
workload
management with
dynamic
virtualization
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE05:
Expand the use
of grid
computing
across the
enterprise
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
[C40702DP03
C40702DP02
C40702DP01]
S40201DP09:
Review and
assess for grid
computing
readiness
S40202DP04:
Determine best fit
workload platform
using the server
selection process
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
[A40102DP03,
C40402DP02,
A40103PE01]
[C40701DP06,
S40505DP02,
C40701DP02]
[S40504DP04,
S40504DP01,
C40701DP02,
S40505DP02,
C40701DP06]
[S40504PE01:
S40505PE02:
S40504PE03]
1. Strategic AlignmentAnalysis
• Select BusinessInitiatives
• Determine IT ProviderRelationship with theBusiness
2. Current vs Target Gap
Analysis for 14 IT
Characteristics
• Where are you now?• Where do you need to
be?• Conduct Gap Analysis
3. Prioritization
• Prioritize gaps• Select gaps for building
roadmaps
4. Roadmaps
• Create Roadmaps• Identify initiatives
for each gap
The IT Strategy WorkshopUses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
Dynamic Infrastructure
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© 2008 IBM Corporation
Dynamic Infrastructure
36
The first step in IT transformation must be understanding the needs of
the business , and aligning IT actions to that strategy
Benefit
as IT Value Driver
Cost
as IT Value Driver
High
High Provid er Relat ionsh ip Model
Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Uti l i ty
Commodi ty
Provider works with others to develop a
service and provide resources/skillsnecessary to support the service
Provider of a quality service at a cost equal to or
lower than the competition
Provider of an adequate service at a cost lower than thecompetition
Partner
Enabler
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Financial ManagementFinance
Service Support
Solution Deployment
Service Delivery
Service Automation
Security & Compliance Management
Process
Site and FacilitiesEnvironment
IT Host Resources
Unix Servers
X86-based Servers
Midrange Servers
Compute
IT Storage Resources
Information Lifecycle Management (ILM)Storage
IT Network ResourcesNetwork
D o m a i n s o f C a p a b i l i t y
IT Strategy Workshop Evaluates 14 IT Characteristics
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The IT Strategy Workshop Adoption Model
Defined ValueNet
Open ValueNet
PartialIntegration
EnterpriseIntegration
Discrete
Scope of Services
D o m a i n s o f C a p a b i l i t y
Dedicated to:LOB
or Application
Siloedor
GeographicLocationOriented
Connected(linked)
butnot
Integratedacross the
EntireEnterprise.
Horizontaland
Vertical
Integration
Optimizationacross the
EntireEnterprise
Sharingand
Integration
withValue NetPartnersBased on
Pre-established
Agreements
Sharingand Integration
with
Value NetPartnersBased on
Dynamically and Automatically
Established Agreements
…..The Scope of Services
Finance
Process
Environment
Network
Storage
Compute
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During the workshop the team assesses each of the characteristic
sets based on their knowledge of current and desired target state.
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IT Strategy Workshop creates client-specific IT roadmaps
A IT Strategy Wor ksho p is used to ident i fy current s tates and d esired target states of
xClient’s IT infrastructure capabilities, based on their enterprise business and IT goals
and init iat ives.
Finance
Process
Environment
Network
Storage
Compute
Discrete Partial
Integration
Enterprise
Integration
Defined
Value Net
Open Value
Net
Scope of services
Assess current state Determine future stateIdentify required
capabilities and initiativesDevelop roadmaps
xClient’s Business/IT Goals & Initiatives
D o m a i n s o f C a p a b i l i t y
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41
Agenda
IT Strategy Workshop Technique – overview
Workshop Delivery Approach, Agenda, and Deliverables
Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
Next Steps
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IT Strategy Workshop Process Flow…
Workshop prep
Explore
Workshop session
and assessment
review
IBM Business Partner
develops report
Detailed roadmap
development
IBM Business Partner
presents report withdiscussion
Client roadmap
presentation
1
Client provides IBMBusiness Partner teamwith pre-workshopbackground materials
1 - 2 Weekselapsed time 1 – 2 weeks 2 – 4 hours
2 3 4 5
IBM, IBM Business Partner and
Client participants
Assessment
Postworkshop Assessment
Readout(2 hours)
6 Next
Steps
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Core workshop deliverables include the strategic alignment assessment results,customized roadmaps and project details.
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs.
desired future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based
on client priority, showing projects by initiative
and interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
B e n e
f i t
a s
I T V a l u e D r i v e r
Cost
High
High Provider Relat ionship Model
Provider researches,
recommends and implementstechnology to enable quantum
leap in business capability
2 Uti l i ty
1
Commodi t y
Provider works with others to
develop a service and provide
resources/skills necessary to
support the service
Provider of a quality service at
a cost equal to or lower than
the competition
Provider of an adequate service
at a cost lower than the
competition
3 Partner
4 Enabler
Projects Selected
Respondents Desired stat
Priorities selected
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Core workshop deliverables include the strategic alignment assessment results,customized roadmaps and project details.
Strategic Alignment Assessment: How does the business view IT? Do IT
initiatives align with what the business needs
from IT?
Summary Assessment : Current vs.
desired future state assessment of IT
capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps:
Based on client priority, showing projects byinitiative and interdependencies.
List of candidate project
descriptions: For entries in the roadmap
that will incrementally advance IT capabilities
towards the desired future state.
IT Strategy Workshop customized presentation, based on input from IBM BusinessPartner experts, includes:
Finance
Process
Environment
Network
Storage
Compute
Discrete Partial
Integration
Enterprise
Integration
Defined
Value Net
Open Value
Net
Scope of services
Assess current state Determine future stateIdentify required
capabilities and initiativesDevelop roadmaps
xClient’ Business/IT Goals & Initiatives
D o m a i n s o f C a p a b i l i t y
Finance
Process
Environment
Network
Storage
Compute
Discrete Partial
Integration
Enterprise
Integration
Defined
Value Net
Open Value
Net
Scope of services
Assess current state Determine future stateIdentify required
capabilities and initiativesDevelop roadmaps
xClient’ Business/IT Goals & Initiatives
D o m a i n s o f C a p a b i l i t y
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Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
Core workshop deliverables include the assessment results, customizedroadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Storage Resources
- Determine storage migration‟s relative importance in light of other IT
projects and allocate additional resources as necessary.
- Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
ILM
- Leverage techniques and skills gained from individual accounts‟
ILM implementations across all of xClient.
- Continue data tieringanalysis.
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
- Establish governance processes to ensure adherence to ILM
standards policies and processes.
Networking
- Complete migration to xClient's Internal IT network
- Assess xClient's Internal IT network security architecture andimplementations to ensure xClient customers‟ network security
requirements can be met.
Compute
Storage Resources
-Standardization on xVendor storage is resulting in a large storage
migration project. This project is proceeding slowly due to resource
constraints.
-No storage virtualization in use
ILM
-xClient IT provides and supports ILM only for selected customers and
otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
definitions with minimal customization, each ILM contract customer
defines data tiers unique for their organization.
-Current work underway to examine like groups of contract terms for
defining common cross-organization data tiers.
Networking
-Project underway to migrate xClient network infrastructure to existing
xClient's Internal IT network
RecommendationsObservation
Storage Resources
- Determine storage migration‟s relative importance in light of other IT
projects and allocate additional resources as necessary.
- Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
ILM
- Leverage techniques and skills gained from individual accounts‟
ILM implementations across all of xClient.
- Continue data tieringanalysis.
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
- Establish governance processes to ensure adherence to ILM
standards policies and processes.
Networking
- Complete migration to xClient's Internal IT network
- Assess xClient's Internal IT network security architecture andimplementations to ensure xClient customers‟ network security
requirements can be met.
Compute
Storage Resources
-Standardization on xVendor storage is resulting in a large storage
migration project. This project is proceeding slowly due to resource
constraints.
-No storage virtualization in use
ILM
-xClient IT provides and supports ILM only for selected customers and
otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
definitions with minimal customization, each ILM contract customer
defines data tiers unique for their organization.
-Current work underway to examine like groups of contract terms for
defining common cross-organization data tiers.
Networking
-Project underway to migrate xClient network infrastructure to existing
xClient's Internal IT network
RecommendationsObservation
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© 2008 IBM Corporation47
Core workshop deliverables include the assessment results, customizedroadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.
Key observations and recommendations
for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
List of candidate project descriptions: Forentries in the roadmap that will incrementally advance
IT capabilities towards the desired future state.
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© 2008 IBM Corporation48
Core workshop deliverables include the assessment results, customizedroadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.
Key observations and
recommendations for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
List of candidate project descriptions: For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
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IT Strategy Workshop Technique – overview
Workshop Delivery Approach, Agenda, and Deliverables
Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
Next Steps
Agenda
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Workshop objectives:
xClient‟s Objectives:
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Workshop Parameters: Timeframe, Scope, Partners, Priority and
Effort Definitions.
Define the timeframe for the assessment example: A 3, 4 or 5 year time span or adoption timeline
Define the scope: The workshop scope was focused on the following areas of the business/IT:
Partners were defined as:
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The following enterprise business and IT initiatives were
established:
Simplify to reduce costs
Reduce IT Acquisition Cost
Improve efficiency to reduce IT costs
React to data center facility
constraints
Improve IT Reliability
Improve quality of service
Increase Customer Loyalty
Establish a pro-active energy
efficiency strategy
Increase IT Flexibility
Measure IT value to the business
Ensure regulatory compliance
Develop New Services
Support Emerging Markets
Improve Market Responsiveness
xClient’s Business and IT Initiatives
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Agenda
IT Strategy Workshop Technique – overview
Workshop Delivery Approach, Agenda, and Deliverables
Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
Next Steps
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Review open items for today’s meeting
Item Owner Complete
dConfirm that sponsor will be prepared to "kick off" the workshop with a 60 minute
discussion on their current environment, issues/pains, goals for transformation, and
why his/her team is engaged in this workshop.
Verify logistics (dates, locations, draft agenda, communication, catering, equipment,room setup, etc…)
Set target date for completing data collection questionnaire
Verify participants
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1
2
Next Steps
To proceed, the following activities are suggested:
Verify Workshop Participant Availability
Verify Workshop Location Logistics- Room Arrangement
- Workshop Date
- Projector
Perform the IT Strategy Workshop
Together!
Execute next steps with xClient
3
4
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deeper
© Copyright IBM Corporation 2008
Appendix:
Data Collection Questionnaire
To be completed and returned to your
IBM Business Partner
one week prior to the workshop.
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Pre-Workshop Data Gathering
Please complete the following:
Client Background Client Name:
Client SponsorshipCIO Name
Workshop Sponsor Name
Workshop Sponsor Title
Sponsor reporting chain to CIO
Sponsor reporting chain to CEO
Provide executive IT organization chart if available
Client IT IT Total employees (all of IT)
IT Locations (total)
Central (Data center) Locations
Describe significant outsourcing or out-tasking relationships
Client HardwareInfrastructure
Primary Intel Suppliers / count of serversPrimary Unix Suppliers / count of servers
Primary MF Suppliers / MIPS / count of servers
Storage Suppliers / Usable capacity in TB
Current Optimization Techniques, e.g., virtualization
IT Optimization products, e.g., VMWare
Client Network
Infrastructure
Number of discrete networks
What techniques do you use to manage networks?
What network optimization techniques do you use? e.g.,compression, TCP termination, caching
Client Software
Infrastructure
Key DBs installed
Key System Management products
Client Applications Key applications
Packaged, Custom, combination
Schedule When do you want to conduct this workshop?
Projected Timeframe Within how many years do you want to see changes?
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Pre-Workshop Data Gathering continued
Please complete the following:
Prioritized Business /
IT Goals and Initiatives
Please select 5 initiatives from the list below that most represent your top Business / IT Goals and Initiatives
_____ Simplify to reduce costs
_____ Reduce IT Acquisition Cost
_____ Improve efficiency to reduce IT costs
_____ React to data center facility constraints
_____ Improve IT Reliability
_____ Improve quality of service
_____ Increase Customer Loyalty
_____ Establish a pro-active energy efficiency strategy
_____ Increase IT Flexibility
_____ Measure IT value to the business
_____ Ensure regulatory compliance
_____ Develop New Services
_____ Support Emerging Markets
_____ Improve Market Responsiveness
SLAs and Service
Management
What types of SLAs are in place?
Are you meeting your SLAs in all areas?
Please describe any problem area SLAs?
Has the client implemented or considered ashared services model?
Data Center Strategy Are you planning any major data center
consolidation, construction or renovationprojects?
Do you have space, power, cooling or airflow
constraints?
Workshop Participants
and Titles
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© Copyright IBM Corporation 2008
IT Strategy
Workshop
Louise Hemond-Wilson: hemo nd@us. ibm.c om
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© 2008 IBM Corporation61
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
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Workshop Participants
xClient
Project Leader
Project Leader
Executive Sponsor
IBM Business Partner
Jane Doe, Exec. IT Consultant
John Doe, Sr. Consultant
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Introductions
Name and title
Job responsibility and area
Organization or Line of Business
Length of experience and/or depth of
knowledge within the organization What you would like to get out of this
workshop
1 minute maximum!
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Ground Rules for the Workshop
Stay with the session and stay focused please
- NO: e-mail, chat/IM, cell phones, blackberry‟s, pagers
- Set phones & pagers on vibrate and step out for emergency calls
- Please – no laptop connectivity - between breaks only
Participate and make your views heard- Ask questions. Make sure the material is clear to you
- All points of view are valued
- All questions are valid
- Do not reject any idea until it is time for evaluation and selection
- Philosophical discussions are for lunch and breaks
- Parking lot for items of discussion that consume time
- One conversation at a time
- Try and have some fun
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From prior interviews, the following workshop objectives were
established for xClient:
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Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
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Discussion on xClient Current IT environment and future directions
What are the key objectives for the IT department at xClient over the
next few years?
What are the drivers behind those objectives?
What major IT projects are planned?
Discussion about the data provided before the workshop.
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Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
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Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned withbusiness strategies, initiatives and objectives.
Dynamic Infrastructure
B ildi D i I f i j
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Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide theDNA needed to thrive in a smarter planet.
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Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security Business
Resilience
StrategyRecognize
Interdependencies
Tie to Business
Strategy
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
Three Phases of Building a Dynamic Infrastructure
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
Bu siness Ini t iat ives
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S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP06:
Consolidate stand-
alone servers into
blade servers
S40202DP07:
Conduct a x86-
based server
virtualization
Proof of
Concept (POC)
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
application areas
S40202DP10:
Pilot the use of grid
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
S40202PE01:
Consolidate x86-
based application
instances across
the enter prise
S40202PE02:
Expand the use
of blade server
technologies
across theenterprise
S40202PE03:Pilot
workload
management with
dynamic
virtualization
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE05:
Expand the use
of grid
computing
across the
enterprise
S40202DP03:Inventory server
assets and assess
for consolidation
opportunities
[C40702DP03
C40702DP02
C40702DP01]
S40201DP09:
Review and
assess for grid
computing
readiness
S40202DP04:
Determine best fit
workload platform
using the server
selection process
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
[A40102DP03,
C40402DP02,
A40103PE01]
[C40701DP06,
S40505DP02,
C40701DP02]
[S40504DP04,
S40504DP01,
C40701DP02,
S40505DP02,
C40701DP06]
[S40504PE01:
S40505PE02:
S40504PE03]
1. Strategic AlignmentAnalysis
• Select BusinessInitiatives
• Determine IT ProviderRelationship with theBusiness
2. Current vs Target Gap
Analysis for 14 IT
Characteristics
• Where are you now?• Where do you need to
be?
• Conduct Gap Analysis
3. Prioritization
• Prioritize gaps• Select gaps for buildingroadmaps
4. Roadmaps
• Create Roadmaps• Identify initiatives
for each gap
The IT Strategy WorkshopUses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
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© 2008 IBM Corporation73
The first step in IT transformation must be understanding the needs of
the business , and aligning IT actions to that strategy
Benefit as IT Value Driver
Cost
as IT Value Driver
High
High Provid er Relat ionsh ip Model
Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Uti l i ty
Commodi ty
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or
lower than the competition
Provider of an adequate service at a cost lower than the
competition
Partner
Enabler
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Financial ManagementFinance
Service Support
Solution Deployment
Service Delivery
Service Automation
Security & Compliance Management
Process
Site and FacilitiesEnvironment
IT Host Resources
Unix Servers
X86-based Servers
Midrange Servers
Compute
IT Storage Resources
Information Lifecycle Management (ILM)
Storage
IT Network ResourcesNetwork
D
o m a i n s o f C a p a
b i l i t y
IT Strategy Workshop Evaluates 14 IT Characteristics
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The IT Strategy Workshop Adoption Model
Defined ValueNet
Open ValueNet
PartialIntegration
EnterpriseIntegration
Discrete
Scope of Services
D o m a i n s o f C a
p a b i l i t y
Dedicated to:LOB
or Application
Siloedor
GeographicLocationOriented
Connected(linked)
but
notIntegratedacross the
EntireEnterprise.
Horizontaland
Vertical
IntegrationOptimizationacross the
EntireEnterprise
Sharingand
Integration
withValue NetPartnersBased on
Pre-established
Agreements
Sharingand Integration
with
Value NetPartnersBased on
Dynamically and Automatically
Established Agreements
…..The Scope of Services
Finance
Process
Environment
Network
Storage
Compute
Dynamic InfrastructureDuring the workshop the team assesses each of the characteristic
sets based on the customer’s input of current and desired target
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sets based on the customer s input of current and desired targetstate.
Dynamic Infrastructure
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Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
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Discussion about the business / IT relationship at xClient
How would you describe the relationship between the business units and
IT?
How does the business request services from IT?
How important is the cost of a project vs the need to develop a solution
that provides leading capability in your industry?
Dynamic Infrastructure
Th fi t t i IT t f ti t b d t di th d
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The first step in any IT transformation must be understanding the needs
of the business , and aligning IT actions to that strategy
Benefit as IT Value Driver
Cost
as IT Value Driver
High
High Provid er Relat ionsh ip Model
Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Uti l i ty
Commodi ty
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or
lower than the competition
Provider of an adequate service at a cost lower than the
competition
Partner
Enabler
Dynamic Infrastructure
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Conducting the CUPE Survey
CUPE is assessed via 10 multiple-choice questions
Each question will be answered individually by each of the workshopparticipants. Each participant should write their answers on a blank sheet
of paper next to the question number – e.g.:
- Q1 B
- Q2 C
- Q3 A etc.
Answer sheets will be collected at the end of the survey, and the answers
averaged for each question, to obtain a collective “score” for each
question
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Q1 – Customer satisfaction measurement is:
a) Less important than achieving cost targets
b) Focused on automating activities with increased productivity and/or
decrease in product cycle time
c) Measured by the customer satisfaction of the business products or
services
d) Measured by the ability of IT to provide a strategic competitive
advantage in the overall goals and initiatives of the business
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Q2 – The corporate view of IT is:
a) A provider of technical services
b) A facilitator for organizational efficiency
c) A strategic alignment with the business goals and objectives of theenterprise
d) A critical enabler of the corporate vision
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Q3 – The enterprise approach toward the IT organization is:
a) As an expense center
b) As a service center
c) As a profit contributor
d) As a variable cost, on demand value center
Dynamic Infrastructure
Q4 IT services and solutions are provided to the business at the
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Q4 – IT services and solutions are provided to the business at the
lowest feasible cost:
a) With minimal consideration for value add
b) With equal consideration for quality of service
c) With significant value add services
d) With the ability to enable business strategies on demand at variable cost
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Q5 – The IT organization’s approach to new technologies is:
a) Extremely cautious, rarely implements leading edge technology
b) Very cautious, must conform to a confirmed industry best practice
c) Cautious, but willing to consider new technologies with a high probablyof success
d) Aggressive, willing to experiment with new technologies which can
potentially provide a competitive advantage
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Q6 – The projects within the IT plan are:
a) Focused primarily on business automation (cost reduction) initiatives,
with some projects addressing service quality
b) Balanced between automation and service quality improvements, with
some resources directed towards enhanced capability
c) Focused on service quality improvement, enhanced capabilities, withsome projects focused on automation
d) Focused primarily on enhanced capabilities and service quality
improvements, with significant resources directed towards a few „big
plays‟ exploring advanced technologies
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Q7 – The IT organization’s attitude toward risk is:
a) Extremely risk averse
b) Risk averse
c) Willing to accept some risk if the potential return is large enough
d) Embraces risk as a means to gain competitive advantage
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Q8 – The IT Services are:
a) Primarily focused on applications to improve productivity of
administrative functions, and are reactive, with the business demandingservices from IT
b) Primarily focused on productivity enhancements, but IT has a moderateunderstanding of customer requirements. There is an awareness of
customer satisfaction.
c) A balance of business driven projects that are enabled by IT and are
visible to customers of the enterprise, with internal productivity services
d) A mixture of externally-visible services, services for gaining significant
competitive advantage and internal productivity initiatives.
Dynamic Infrastructure
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Q9 – The IT Services that are provided to the business:
a) Are standard, basic IT services that will “keep the lights on”, with nothing
unique
b) Enable the IT services expected by most organizations within the same
industry
c) Will provide standardized IT processes and architectures that are
relevant to the industry, with a few initiatives which are there to provide
competitive advantage
d) Are directly aimed at enabling the organization to provide competitiveadvantage based on the usage of IT
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Q10 – This enterprise is:
a) Not aware of how their competitors use technology
b) Is aware of their competitors use technology, but does not react based
on that knowledge
c) Watches closely their competitors uses technology, and responds when
necessary
d) Attempts to anticipate their competitors will use technology, and
develops alternative strategies
Dynamic Infrastructure
Participant votes will be scored by this simple template to determine an
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Participant votes will be scored by this simple template to determine an
organization’s CUPE score
The score indicates the nature of the business / IT relationship, and the
importance of cost vs business benefit in the IT purchasing process
The score will be shared with xClient after it has been calculated.
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The Purpose of the IT / Customer Relationship Profile
Indicates overall attitude towards the IT function within an organization
Illustrates general characteristics of IT within a company
No profile is “Right” or “Wrong”
Profile provides a view against which to consider alignment of IT
activities. For example:- A Commodity profile IT provider is unlikely to consider solutions that are
considered leading edge, or require an enterprise wide investment and
standardization
- A Partner or Enabler profile IT provider will be looking for solutions that provide
the business with flexible, innovative IT solutions, and is more likely to consider
leading edge technologies IT architectural recommendations should be made in the light of this view
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Commodity Profile
Focused primarily on using IT to automate administrative functions at the
lowest possible cost
Primary characteristics (These objectives are pursued even at the expense of customer
satisfaction, functionality, and performance)
- Cost control
- Achieving economies of scale wherever possible
Leader normally does not report to the President or Chief ExecutiveOfficer of the enterprise
Technical innovation will be almost non-existent, because of the risk /
cost involved.
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Utility Profile
Cost is still a major factor, but:
- Recognition of, and concern for customer satisfaction
- More of a customer focus, especially in key areas such as Help Desk
- Consideration of customer requirements in the selection of IT projects
- Cost remains a large issue
Business is beginning to relate IT services to business value.
If IT organization does not respond adequately, the business units could
develop IT services on their own causing unofficial IT islands
Might have generalized customer satisfaction surveys
Head of IT will probably report to a higher level within the business
structure
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Partner Profile
Business retains some control through participation in setting corporate technicalstandards and policies.
Enterprise wide IT organization focused on effective and efficient use oftechnology but with a clear vision / mission to support the business units inachieving business objectives.
Cost is still a consideration
- Focus is not on the cost- Focus is on business benefit derived from an investment in IT.
Assign advocates to each major business unit. Each business unit has a liaison toIT.
Business unit executives participate in key IT decisions and strategies
IT participates in business strategy and planning
Customer satisfaction is a critical IT measurements IT receives greater recognition within the enterprise. IT leader will be at a peer
level with other business unit leaders.
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Enabler Profile
Cost, remains a consideration
IT initiatives are included as part of an overall business initiative.
IT costs are tracked, but for the purpose of evaluating the success of the
overall business initiative.
IT initiatives are critical elements of the business strategy, and are lookedat as key differentiators supplying a competitive advantage.
The CIO is a senior executive within the enterprise, wielding significant
influence and control. The President and/or CEO is quite often a
technologist, as well.
Control is achieved through the use of standardized processes.
- Understand the significance to the enterprise of adhering to IT processes
- IT understand their role and authority to deviate from process as business
situations warrant.
Dynamic Infrastructure
The following enterprise business and IT initiatives were
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established:
xClient’s Business and IT Initiatives
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Mapping of template business initiatives to CUPE
Simplify to reduce costs C
Reduce IT Acquisition Cost C
Improve efficiency to reduce IT costs C
React to data center facility constraints U
Improve IT Reliability U
Improve quality of service U
Increase Customer Loyalty P
Establish a pro-active energy efficiency strategy P
Increase IT Flexibility P
Measure IT value to the business P
Ensure regulatory compliance P
Develop New Services E
Support Emerging Markets E
Improve Market Responsiveness EAverage = Calculate average
Dynamic Infrastructure
Agenda for IT Strategy Workshop
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Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
Dynamic Infrastructure
Agenda for IT Strategy Workshop
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Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
Dynamic Infrastructure
Workshop Parameters: Timeframe, Scope, Partners, Priority and Effort
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p p y
Definitions.
Define the timeframe for the assessment
- 1 year??
Define the scope:
- The workshop scope was focused on the following areas of the business/IT: xClient ‟ 2
main data center locations
Dynamic Infrastructure
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Questions
Discussions
What happens next?
Thank-you!
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deeper
© Copyright IBM Corporation 2008
IT Strategy Workshop
xClient Report
Louise Hemond-Wilson: hemo nd@us. ibm.c om
Dynamic Infrastructure
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Agenda
Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
-
Assessment Roadmap Tool Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
- Detailed Assessment Results- Project Details
Dynamic Infrastructure
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Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned withbusiness strategies, initiatives and objectives.
Dynamic Infrastructure
Building a Dynamic Infrastructure is a journey…
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…these interrelated initiatives can provide theDNA needed to thrive in a smarter planet.
Dynamic Infrastructure
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Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security Business
Resilience
StrategyRecognize
Interdependencies
Tie to Business
Strategy
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
Three Phases of Building a Dynamic Infrastructure
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
Bu siness Ini t iat ives
Dynamic Infrastructure
The IT Strategy Workshop
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S40202DP05:
Consolidate x86-basedapplication instances
across two or more
LOBs/ application areas
S40202DP06:
Consolidate stand-
alone servers into
blade servers
S40202DP07:
Conduct a x86-
based server
virtualization
Proof of
Concept (POC)
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
application areas
S40202DP10:Pilot the use of grid
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
S40202PE01:
Consolidate x86-
based application
instances acrossthe enter prise
S40202PE02:
Expand the use
of blade server
technologies
across the
enterprise
S40202PE03:Pilot
workload
management with
dynamic
virtualization
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE05:
Expand the use
of grid
computing
across theenterprise
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
[C40702DP03
C40702DP02
C40702DP01]
S40201DP09:
Review and
assess for grid
computing
readiness
S40202DP04:
Determine best fit
workload platform
using the server
selection process
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
[A40102DP03,
C40402DP02,
A40103PE01]
[C40701DP06,
S40505DP02,
C40701DP02]
[S40504DP04,
S40504DP01,
C40701DP02,
S40505DP02,
C40701DP06]
[S40504PE01:
S40505PE02:
S40504PE03]
1. Strategic Alignment
Analysis
• Select BusinessInitiatives
• Determine IT ProviderRelationship with theBusiness
2. Current vs Target Gap
Analysis for 14 IT
Characteristics
• Where are you now?• Where do you need to
be?
• Conduct Gap Analysis
3. Prioritization
• Prioritize gaps• Select gaps for building
roadmaps
4. Roadmaps
• Create Roadmaps• Identify initiatives
for each gap
The IT Strategy WorkshopUses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
Dynamic Infrastructure
IT St t W k h E l t 14 IT Ch t i ti
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Financial ManagementFinance
Service Support
Solution Deployment
Service Delivery
Service Automation
Security & Compliance Management
Process
Site and FacilitiesEnvironment
IT Host Resources
Unix Servers
X86-based Servers
Midrange Servers
Compute
IT Storage Resources
Information Lifecycle Management (ILM)Storage
IT Network ResourcesNetwork
D o m a i n s o f C a p a b i l i t y
IT Strategy Workshop Evaluates 14 IT Characteristics
Dynamic Infrastructure
The IT Strategy Workshop Adoption Model
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Defined ValueNet
Open ValueNet
PartialIntegration
EnterpriseIntegration
Discrete
Scope of Services
D o m a i n s o f C
a p a b i l i t y
Dedicated to:LOB
or Application
Siloedor
GeographicLocationOriented
Connected(linked)
but
notIntegratedacross the
EntireEnterprise.
Horizontaland
VerticalIntegration
Optimizationacross the
EntireEnterprise
Sharingand
Integrationwith
Value NetPartnersBased on
Pre-established
Agreements
Sharingand Integration
withValue Net
PartnersBased on
Dynamically and Automatically
Established Agreements
…..The Scope of Services
Finance
Process
Environment
Network
Storage
Compute
Dynamic InfrastructureDuring the workshop the team assesses each of the characteristic
sets based on the customer’s input of current and desired targetstate
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state.
Dynamic Infrastructure
IT St t W k h
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IT Strategy Workshop
Clarify IT goals based upon business and IT strategy
Facilitates long-term planning for infrastructure transformation
Links IT transformation to Business Requirements
Allows you to capitalize on IBM‟s expertise
A roadmap helps you understand where
you are and where you need to go…
It provides an IT transformation
blueprint fully customized to your
business needs
The outcome: a roadmap
Dynamic Infrastructure
A d
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Agenda
Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
- Detailed Assessment Results- Project Details
Dynamic Infrastructure
The IT Strategy Workshop team consisted of xClient and IBM Business Partner
participants The IT Strategy Workshop was conducted on MM-DD-YY in
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participants. The IT Strategy Workshop was conducted on MM DD YY in
<location>. The participants were as follows:
xClient Participants:
IBM Business Partner Client Team
Participants:
IT Strategy Workshop Facilitators:
Dynamic Infrastructure
IT Initiati es ere selected b Client as objecti es for the ne t 2 ears
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IT Initiatives were selected by xClient as objectives for the next 2 years
The scope of the assessment was the enterprise-wide IT environment, but focused on
the Data Centers at xClient and DC2.
The period of planning was 2 years
Simplify to reduce costs
Improve quality of service
Increase IT Flexibility
Measure IT value to the business
Improve IT Reliability and Availability
xClient IT Initiatives
Dynamic Infrastructure
xClient provided information about their current environment prior to
the workshop
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the workshop
DRAWING REMOVED
Dynamic Infrastructure
Agenda
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Agenda
Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
Detailed Assessment Results- Project Details
Dynamic Infrastructure
CUPE Survey Results
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The CUPE Survey indicates the client‟s IT organization‟s impression of the relationship the
business needs with IT
This client‟s score of 2.7 indicates the current state IT provider relationship approaching
“Partner”. Therefore there would be certain behaviors expected.
Person 1 Person 2 Person 3 Person 4
Total
A
Total
B
Total
C
Total
D
Total
Ans
Av.
Score
Q1 d b d b 0 2 0 2 4 3.0
Q2 c d b b 0 2 1 1 4 2.8Q3 b c b b 0 3 1 0 4 2.3
Q4 c b b b 0 3 1 0 4 2.3
Q5 b d d c 0 1 1 2 4 3.3
Q6 b c b b 0 3 1 0 4 2.3
Q7 c c c c 0 0 4 0 4 3.0
Q8 c b c b 0 2 2 0 4 2.5
Q9 d c c b 0 1 2 1 4 3.0
Q10 d c a c 1 0 2 1 4 2.8
Total A 0 0 1 0 2.7
Total B 3 3 4 7
Total C 4 5 3 3
Total D 3 2 2 0
Total Ans. 10 10 10 10
Av. Score 3.0 2.9 2.6 2.3
CUPE Score
CUPE Survey Results
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Dynamic InfrastructureThe CUPE responses for Person 1 & 2 were very consistent, but the responses
for Person 3 & 4 (the 2 most senior people in the workshop) showed significant
variation)
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variation)
3%
42%
37%
18%
Total A Responses (Commodity)
Total B Responses (Utility)
Total C Responses (Partner)
Total D Responses (Enabler)
Total Responses
0%30%
40%
30%
Total A Responses
(Commodity)
Total B Responses (Utility)
Total C Responses (Partner)
Total D Responses (Enabler)
0%30%
50%
20%
Total A Responses
(Commodity)
Total B Responses (Utility)
Total C Responses (Partner)
Total D Responses (Enabler)
Person 1 Person 2
10%
40%30%
20% Total A Responses
(Commodity)
Total B Responses (Utility)
Total C Responses (Partner)
Total D Responses (Enabler)
0%
70%
30%
0%
Total A Responses (Commodity)
Total B Responses (Utility)
Total C Responses (Partner)
Total D Responses (Enabler)
Person 3 Person 4
Person 3‟s responses indicate a wide spread
across the 4 profiles, but Person 4‟s responses
are primarily in the Utility profile.
Dynamic Infrastructure
CUPE Analysis of Selected IT Initiatives
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The CUPE analysis of
selected IT Initiatives
indicates this IT organizationis working towards a “Utility”
relationship
This indicates misalignmentbetween the “Partner” IT
provider relationship thebusiness desires and the
direction the IT organization
is heading
Simplify to reduce costs C
Reduce IT Acquisition Cost C
Improve efficiency to reduce IT costs C
React to data center facility constraints U
Improve IT Reliability U
Improve quality of service U
Increase Customer Loyalty P
Establish a pro-active energy efficiency strategy P
Increase IT Flexibility P
Measure IT value to the business P
Ensure regulatory compliance P
Develop New Services E
Support Emerging Markets E
Improve Market Responsiveness E
IT Initiative CUPE Score:
2.0
CUPE Analysis of Selected IT Initiatives
Dynamic Infrastructure
Th B i ’ D i d “P t ” R l ti hi ith IT
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Participants‟ impression
of current IT state: 2.7
Benefi t as IT
Value
Driver
Cost
as IT Value DriverHigh
High Provid er Relat ionsh ip Model
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
Provider works with others to develop aservice and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower
than the competition
Provider of an adequate service at a cost lower than the
competition
2 Uti l i ty
1 Comm odi ty
3 Partner
4 Enabler
Selected initiatives: 2.0
The Business’ Desired “Partner” Relationship with ITIs Not Supported By IT’s Top Initiatives. IT is Focused on Delivering at a “Utility” Level
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Dynamic InfrastructureThe chart of Current & Target states for each Characteristic shows that there is
a recognized need for improvement in most areas, except IT Finance and
Information Lifecycle Management
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Information Lifecycle Management
0
0.5
1
1.5
2
2.5
3
04. Financial Management
01. Service Support
02. Solution Deployment
03. Service Delivery
05. Security & Compliance Management
07. Service Automation
05. Site and Facilities
04. IT Network Resources
03. IT Storage Resources
06. Information Lifecycle Management (ILM)
02. IT Distributed Resources
"02. x86-based Servers"
02. IT Distributed Resources
"03. Midrange Servers"
Target Current
Dynamic Infrastructure
Closing IT Infrastructure Gaps
Impact Analysis on IT Initiatives
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Characteristics
1.Simplify to reducecosts
(Commodity)
2. React to DC FacilityConstraints
(Utility)
3. Improve ITReliability
(Utility)
4. Improve Quality ofService
(Utility)
5. Increase ITFlexibility
(Partner)
Mainframe Servers √ √ √
x86 Servers √ √ √ √ √ Storage Resources √ √ √ √ √
ILM
Network √ √ √
Site and Facilities √ √
Service Support √ √
Solution Deploy. √ √ Service Delivery √ √
Finance
Security & Comp. √ √
Service Auto. √ √ √ √
During the workshop, the client relates closing each gap to selected IT initiatives
Based upon CUPE analysis, we would expect to see “Partner” oriented initiatives well-covered by closing identified
gaps
In this case, the client had weak coverage of initiatives supporting the desired behavior
Dynamic Infrastructure
xClient - Impact on IT Initiatives for Selected Characteristics
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xClient Impact on IT Initiatives for Selected Characteristics
Characteristics
1.Simplify to reduce
costs(Commodity)
2. React to DC Facility
Constraints(Utility)
3. Improve IT
Reliability(Utility)
4. Improve Quality of
Service(Utility)
5. Increase IT
Flexibility(Partner)
Mainframe Servers √ √ √
x86 Servers √ √ √ √ √
Storage Resources √ √ √ √ √
Sites and Facilities √ √
The selected gaps which the client desired Roadmaps towards closing
heavily supported Utility-oriented initiatives
Two of the gaps support the one “Partner” initiative with a somewhat weak
connection
Selected RoadmapCUPE Score: 2.0
Dynamic Infrastructure
Selected Roadmaps for Closing Gaps and Selected Initiatives Strongly
I di t “Utilit ” B h i f IT
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Indicate “Utility” Behavior from IT
Participants‟ impression
of current IT state: 2.7
Benefi t as IT
Value
Driver
Cost
as IT Value DriverHigh
High Provid er Relat ionsh ip Model
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
Provider works with others to develop aservice and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower
than the competition
Provider of an adequate service at a cost lower than the
competition
2 Uti l i ty
1 Comm odi ty
3 Partner
4 Enabler
Selected initiatives: 2.0
Selected Roadmaps: 2.0
Dynamic Infrastructure
Three Phases of Building a Dynamic Infrastructure
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Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
Three Phases of Building a Dynamic Infrastructure
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
Bu siness Ini t iat ives
Dynamic InfrastructureBased on the Assessment from the OrganizationIt is likely that Service Management is out of balance and should receive additional attention.
Service Management ties very closely to Partner behavior.
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Information
Infrastructure
Virtualization and
Optimization
Facilities and Data
Center
Business Resilience and
Security
Service Management
and Asset
Management
Strategy Dynamic Infrastructure (Comprehensive Strategy tied to Business Initiatives)
React to pains and new market opportunities primarily driven by current market conditions
No strategy Strong Attention Strong Attention Moderate Attention Very Weak Attention
Architecture and
Design
<key application> as Finance / Supply Chain Corporate Standard
Some network standardization
Weak security, mail, file serving, etc standards
SAN, direct
attached andinternal storage
Focus is on iSeries,
Intel and Storage.However there are
inadequate
documented
standards and
architectures
2 main data centers.
Program in progress toupgrade DC2
Known risk of proximity of
HA/DR site to Production siteSecurity standards are set but
are platform specific and not
consistent between platforms.
No plans for DR other than
iSeries.
No system
management orsystem services
standards
Implementationand Maintenance
Clarion andinternal
Focus is primarily oniSeries. There is
limited knowledge of
Intel platform, and
plans are limited to
physical
consolidation
Single point of failureexposures with current
environment
Platform specific andinconsistent by platform.
No plans to implementbeyond <key
application> platform
support
E x e c u
t i o n
P
h a s e s
xClient IT objectives are to be nimble and quick to respond; Heavy reliance on tribal knowledge is an exposure; due to size and
current business conditions the ramifications of weak strategy and architecture have not yet surfaced.
Minimal to no progress Moderate or in-progress Significant progress to completion
g y y
Dynamic Infrastructure
Agenda
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Agenda
Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
Detailed Assessment Results- Project Details
Dynamic Infrastructure
Overall observations and recommendations (1 of 4)
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( )
Observation Recommendations
Business/IT Alignment CUPE indicators of strategy do not align with prioritized projects
<key application> as top initiative is primarily focused on automating
internal administrative functions which indicates a “Commodity” profile.
Selected projects are very hardware focused.
Selected focus characteristics did not include some of the projects
which had higher priority than effort.
Towards becoming an Dynamic Infrastructure, some pillars of IT
infrastructure and Data Center services were ignored or weakly
addressed.
Decide whether to adjust projects to align with strategy (ie include
projects focused on measuring IT value) or re-set IT initiatives to
align with projects.
The roadmaps developed by the IT Strategy Workshop are
focused on the Infrastructure areas that are related to the IT
projects that are currently being planned. xClient should review
the planned projects to ensure that they are sufficiently holistic,
and embrace all areas of the IT environment.
Intel Servers
While there are plans to do physical consolidation and virtualization for
the Intel servers and storage, it is not clear what plans exist to optimize
the platform through application or image consolidation, or data
management
There are no DR plans for the Intel platform applications
Undertake an IT Optimization study for Intel servers and storage
to identify opportunities of data and application consolidation
Review the Intel platform applications to determine what DR
plans maybe required
Mid-range (iSeries) Servers
xClient have identified areas where a plan is required for the iSeries
servers, including workload balancing between the proposed DCs, andsizing for the DR requirements. However, these requirements have not
been translated into a plan, or sized, or documented.
Architectural plans are required for the workload balancing on
iSeries across the 2 DCs. Sizing and architecture for DR is alsorequired, as xClient stated that they wanted to run an
Active/Active configuration with restore for DR and a 100%
capability in the event of a disaster, and a recovery target of 1
day.
Dynamic Infrastructure
Overall observations and recommendations (2 of 4)
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Observation Recommendations
Storage
There is a recognition of the benefits of storage virtualization, but there is
no plan or architecture of the scope (which servers/applications) and
sizing across the DCs. The implications of DR on storage have not yet
been explored.
There is an open question as to whether the SAN could/should be usedfor the iSeries servers.
Obtain education on the various storage technologies including
SAN and NAS, and iSeries storage.
Develop a strategy and plan for storage virtualization, considering:
- Whether to use NAS or SAN for different applications, such
as file serving, <key application>, other business
applications, etc
- DR for both iSeries and Intel
Information Lifecycle Management
There is a basic ILM plan related to <key application>, based on the needto retain financial records, but this is not documented.
There does not appear to be a consistent standard for ILM on the Intel
servers, other than a capped mail file size for the domino servers
Obtain ILM education In support of the priority placed on the IT Storage project, we highly
recommend that xClient develop an ILM plan. It will be difficult to
move to “Enterprise” level storage management without an ILM
plan.
IT Network Resources
There are several initiatives in place to replace the V-Sat connections with
a VPN cloud, with 2 providers
It is unclear whether there is redundancy in the last mile connection, and
how the Network management is handled (tools and processes) There is no redundancy in the VPN connection for DC2. This will become
important in the case that DC2 site is activated for DR.
Continue with the VPN implementation
If there is no redundancy in the last mile connection, consider
developing a strategy
In order to support high availability of the business applications(including <key application>), develop a strategy for Network
Management tools and processes
Implement a second line from the VPN cloud to DC2
Dynamic Infrastructure
Overall observations and recommendations (3 of 4)
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Observation Recommendations
Site & Facilities
The DC facilities are being upgraded to meet the forecast space, cooling
and power requirements
However, the DCs are approx 20 km apart, in a region that has had many
recent natural disasters, including flooding, earthquakes and a tsunami.
One of the DCs is at a sea-port.
In support of the goal to become a Partner profile, xClient should
undertake an impact analysis to determine how a natural disaster
affecting both DCS would affect xClient business.
A strategy should be created for the DCs based on the impact
analysis
Service Management
There is little understanding of IT service management and its capabilities.
Initiatives related to improving service management and the IT service
relationship (moving towards achieving a Partner provider level) were
prioritized low and then de-selected during the workshop.
There are Service Desk, Change and Release Management, and Service
Level objectives for <key application>.
However, there is no Service Desk, or other formalized ServiceManagement processes for non-<key application> IT services.
There is no interface or relationship between event management and the
Service Desk or Incident management.
Development of a Service Management framework is essential for
achieving a Partner provider relationship
Become educated on IT Service Management frameworks to
understand where they may be applicable in xClient environment.
Establish a program to implement a Service Management
framework
Service Automation
While there is a desire to move to virtualization and service automation in
servers and storage for both iSeries and Intel, there is insufficient
knowledge of the capabilities of the relevant technologies, and how these
technologies can be exploited.
Obtain education on the virtualization technologies for iSeries and
Intel servers and storage, including VMWare, VMotion, PowerVM
and SAN technologies, and develop an appropriate strategy.
Dynamic Infrastructure
Overall observations and recommendations (4 of 4)
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Observation Recommendations
Security & Compliance Management
xClient is a significant enterprise in <country>, and therefore may
become the target of security attacks, either from external parties,
or past or present employees.
There are multiple security policies for different platforms.
There are multiple signons, but there is a plan to use <key
application> portal for single signon.
There is no centralized recording or management of securityincidents.
It is unclear whether there are standard processes for adding an
employee to the required systems when they join, or removing an
employee when they leave. This is an essential factor in ensuring
productivity of new employees, and removing security exposures
when an employee leaves.
Responsibility for overall IT security should be centralized,
with responsibilities for enterprise IT security policies,
intrusion detection and reporting, and IT security incident
management.
The IT security team should operate in collaboration with the
physical security team.
Processes and tools for single signon should continue to beimplemented. However, standardized processes related to
employees joining or changing roles, and employees leaving
the enterprise must also be developed.
Dynamic Infrastructure
Agenda
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g
Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
Detailed Assessment Results- Project Details
Dynamic InfrastructureThe following key strategic roadmaps have been provided for xClient to use to
enhance its current IT environment in support of its strategic transformation
activities.
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Midrange Servers
Site and Facilities
x86-based Servers
IT Storage Resources
Roadmaps for other Characteristics can be provided if xClient believes that it is
worthwhile undertaking improvement programs in those areas.
Dynamic Infrastructure
Roadmap ExampleFacility Cooling, Energy Management and Reporting, and Physical Security
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EV0104DP02:
Evaluate and pilotthe use of spotcoolingtechnologies for
hot spots in aselected facility
Facility Cooling
EV0104DP03: Implement spotcoolingtechnology forhot spots in
selected facilities
EV0105DP01: Develop an energyinventory of aselected facility'spower usage, related
CO2 emissions andBTU generation
EV0101DP02
Energy Management & Reporting
EV0106DP01: Definefacility physical securitypolicies that comply withstandards such as ISO27002, NIST or OSHA
EV0101DP03 EV0101DP01
Facility Physical Security
Facility Cooling, Energy Management and Reporting, and Physical Security
EV0105DP02: Extend IT systemsmanagementinfrastructure tomonitor the power
usage for servers ina selected facility
EV0106DP02: Conduct physicalsecurity complianceaudits for selectedfacilities
EV0106DP03: Implement physicalsecurity policycompliant upgradesto selected facilities
Dynamic Infrastructure
Agenda
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Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
- Detailed Assessment Results
- Project Details
Dynamic Infrastructure
Conclusion
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xClient aspires to have a Partner IT provider relationship with the business. xClienthas done many things toward achieving this but the initiatives are primarilyhardware focused at this time- In order to move towards a Partner IT provider relationship, it is critical that initiatives are
undertaken to measure the quality of IT services to the business, and apply best practice ITprocess frameworks. Therefore we strongly recommend that xClient undertake a programto implement IT service Management and the ITIL framework.
In the IT Strategy Workshop, a high-level, comprehensive assessment of the datacenter environment was undertaken. It is recommended that a more detailedstrategy, plan and architecture must be developed in the following areas:- IT Continuity, including a strategy to address known issues with the current 2 Data Center
locations, and the lack of Disaster Recovery for the non-<key application> applications.
- Security: There is a need to develop a consistent, enterprise standard for security that ismanaged by a centralized function, and is automated and enforced
- Mid-Range Servers: The strategy and architecture for workload sharing and DR on theiSeries must be formalized
- Intel Servers: While there is a plan to do physical consolidation of servers & storage in the2 DCs (50 servers), there are no plans to address the servers & storage in the non-DClocations (due to limitations in the network) and no plans for Disaster Recovery.
- Storage: There is no clear plan for storage virtualization covering both Intel and iSeries,and inclusive of DR requirements
Dynamic Infrastructure
Recommended Next Steps
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Action Owner Date
Develop a comprehensive IT strategy that is inclusive of Virtualization,Business Resilience and Security, DC Facilities and Service Management
Architect the <key application> environment to define workload sharing
across the locations and DR.
Undertake sizing for the required <key application> environments
Undertake a virtualization and optimization analysis for Intel, Storage andiSeries with the goal of establishing the architecture for each of these
platforms. This study should be undertaken in an integrated manner as there
are inter-dependencies across these platforms
Undertake a study that identifies the risk and impact of either or both of the
data centers experiencing an extended period of non-availability
Undertake some education in IT Service Management and ITIL with the viewto establishing an IT Service Management framework
Dynamic Infrastructure
Agenda
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Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
- Detailed Assessment Results
- CUPE IT Provider Profiles
Dynamic Infrastructure
Agenda
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Dynamic Infrastructure Overview
Objective, Scope and Parameters
Assessment Results
- CUPE
- Assessment Roadmap Tool
Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
- Detailed Assessment Results
- CUPE IT Provider Profiles
Dynamic Infrastructure
The Purpose of the IT / Customer Relationship Profile
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The profile survey indicates the overall attitude towards the IT function within an
organization. It is meant to illustrate general characteristics of IT within a company.
No profile is “Right” or “Wrong” – it is simply a view of how IT is perceived withinthe organization. The profile provides a useful view of the decision framework for
IT architectural decisions within the organization. For example:
- A Commodity profile IT provider is unlikely to consider solutions that are considered leading
edge, or require an enterprise wide investment and standardization
- A Partner or Enabler profile IT provider will be looking for solutions that provide the
business with flexible, innovative IT solutions, and is more likely to consider leading edgetechnologies
Therefore, any IT architectural recommendations should be made in the light of
this organizational view of IT.
However, a company will rarely display of the characteristics across all of the ITservices. When reviewing a larger enterprise, care must be taken to define the
scope of the review. For example, if the scope of the engagement is a singledepartment, its profile could well be that of a „Commodity'. However, the profile of
the entire enterprise could be Partner or even Enabler.
Dynamic Infrastructure
Commodity Profile
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An enterprise which views IT services as a Commodity is focused primarily on
using IT to automate administrative functions and wishes to accomplish these
functions at the lowest possible cost
The prime characteristics of the organization within this profile are CONTROL of
cost and achieving ECONOMIES OF SCALE wherever possible. These objectives
are pursued even at the expense of customer satisfaction, functionality, and
performance.
IT services within such an enterprise are prime candidates for outsourcing, as
typically an outsourcer can provide standard services at a lower cost based upon
economies of scale.
The leader of the IT organization will normally not report to the President or Chief
Executive Officer of the enterprise. The IT organization will probably be found as a
sub-function within the enterprise's finance organization, again reflecting a focuson controlling costs.
Technical innovation will be almost non-existent, because of the risk / cost
involved.
Dynamic Infrastructure
Utility Profile
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Within an enterprise viewing IT as a utility, cost is still a major factor, but there is a
recognition of, and concern for customer satisfaction. There will be more of a
customer focus, especially in key areas such as Help Desk, and there will be
consideration of customer requirements in the selection of IT projects, but cost
remains a larger issue.
In this enterprise the business units are beginning to see the value of IT services.
If the IT organization has not responded adequately, the business units couldbegin to develop IT services on their own. This would is not desirable, but could
naturally evolve as a response to the tension between cost control and end user
satisfaction. Therefore, such an enterprise could have pockets of IT that may or
may not be recognized as 'official' IT service providers.
Within the Utility there maybe generalized customer satisfaction surveys, which
may or may not be customized by end user groups. The head of IT will probably have an elevated position and importance within the
organization compared to a Commodity organization.
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Dynamic Infrastructure
Enabler Profile
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IT has been elevated from a participant to a leader within the enterprise. IT initiatives arecritical elements of the business strategy, and are looked at as key differentiators supplying acompetitive advantage.
IT has equal prominence with other units in contributing to achieving the business objectives.The CIO is a senior executive within the enterprise, wielding significant influence and control.The President and/or CEO is quite often a technologist, as well.
Power is less about how many people one manages, but more about the influence one has onthe business strategy, and the contribution one makes to achieving that strategy. The actualpeople involved in the delivery of IT services may be scattered throughout the enterprise - inthis organization, reporting structure is almost irrelevant.
Because IT is central to the business strategy, the use of IT must be controlled in order toreduce risk. However, control is achieved through the use of standardized processes. Thosewho work on a process understand the significance to the enterprise of effectively adhering tothe processes, as well as understanding their role and authority in deviating from that processshould the business situation warrant.
Cost, remains a consideration, but here IT initiatives are included as part of an overall businessinitiative. The question is not whether to invest in IT, but rather to invest in a particularbusiness opportunity - the IT component is incorporated into that decision. IT costs aretracked, but for the purpose of evaluating the success of the overall business initiative.
Dynamic Infrastructure
IT Strategy Workshop Training
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