2008_pugh-kirch-allstate-final
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Good Practice Frameworks: Kissing Cousins or Family Feud
Cathy A. Kirch & Kevin Pugh Certified ITIL Practitioners & Service ManagersAllstate Insurance Corporation
Allstate Technology & Operations Goal“Improve the availability, performance,
reliability, and security of IT services through the company-wide adoption of ITIL”
Agenda
• Allstate at a Glance
• Frameworks – PMBOK, Six Sigma, CMMi Dev, CobiT, ITIL - what are they?
• Bringing the frameworks together – Family Reunion
• Benefits & Cautions – Kissing Cousins or Family Feud?
Allstate at a glance• The Allstate Corporation is the nation’s largest publicly held personal
lines insurer.
• A fortune 100 company with $156.4 billion in assets.
• Allstate sells 13 major lines of insurance, including auto, property, life and commercial. Allstate also offers retirement and investment products and banking services.
• Allstate is widely known through the “You’re In Good Hands With Allstate®” slogan.
• The Allstate Corporation encompasses more than 70,000 professionals with technology operations located around the globe.
• More than 17 million customers in the U.S. and Canada.
• Allstate’s strategic vision is to reinvent protection and retirement for the consumer.
Allstate at a glance – The Technology Environment
• Multiple operating systems • Multiple technology platforms • Multiple database systems
• 6,000+ IT professionals• 5,000+ software applications• 100,000+ desktop computers supported
• High-Speed Networking• Integration Architecture• J2EE and .Net• Large Scale Networks• Message Brokering• Performance Management• Rich Media Management• Service Oriented Architecture• Unix, Windows and Mainframe platforms• Web Content Management• Web Services
• Advanced Analytics• Business Process Management• Capacity Planning• Data Warehousing• Document Imaging• Enterprise Content Management• Enterprise Databases• Enterprise Information Integration• ETL (Extract, Transform, Load) Tools• Financial Applications• High-Availability and Disaster Recovery
Applications and Services
Frameworks –What are they?
Service Strategy•Service Strategy•Service Portfolio Mgmt•Financial Mgmt•Demand Mgmt
Service Operation•Event Mgmt •Incident Mgmt•Request Fulfillment•Problem Mgmt•Access Mgmt
Service Design•Service Catalog Mgmt•Service Level Mgmt•Supplier Mgmt•Capacity Mgmt•Availability Mgmt•IT Service Continuity Mgmt•Information Security Mgmt
Service Transition•Transition Planning & Support•Change Mgmt•Service Asset •Service Configuration Mgmt•Release & Deployment Mgmt•Service Validation•Evaluation•Knowledge Mgmt
Continual Service Improvement•Seven Step Improvement
ITIL/ITSM
Initiating Planning
Monitoring & Controlling Executing
Closing
PMBOK
SIX SIGMA
Improve
Process Management
OPF Organizational Process FocusOPD Organizational Process Definition + IPPDOT Organizational TrainingOPP Organizational Process PerformanceOID Organizational Innovation and Development
Project Management
PP Project PlanningPMC Project Monitoring and ControlSAM Supplier Agreement ManagementIPM Integrated Project Management + IPPDRSKM Risk ManagementQPM Quantitative Project Management
Engineering
REQM Requirements ManagementRD Requirements DevelopmentTS Technical SolutionsPI Product IntegrationVER VerificationVAL Validation
Support
CM Configuration ManagementPPQA Process and Product Quality AssuranceMA Measurement and AnalysisDAR Decision Analysis and ResolutionCAR Causal Analysis and Resolution
Improve
CMMI Dev
PO1 Define a strategic IT PlanPO2 Define the information architecturePO3 Determine the technological directionPO4 Define the IT organisation andrelationshipsPO5 Manage the IT investmentPO6 Communicate management aims anddirectionPO7 Manage IT human resourcesPO8 Manage qualityPO9 Assess and manage IT risksPO10 Manage Projects
PLAN AND ORGANIZEPLAN AND ORGANIZE
ACQUIRE ANDIMPLEMENT
ACQUIRE ANDIMPLEMENT
DELIVER AND SUPPORT
DELIVER AND SUPPORT
AI1 Identify automated solutionsAI2 Acquire and mantain application softwareAI3 Acquire and maintain technology infrastructureAI4 Enable operation and useAI5 Procure IT resourcesAI6 Manage changesAI7 Install and accredit solutions and changes
DS1 Define and manage service levelsDS2 Manage thierd-party servicesDS3 Manage peformance and capacityDS4 Ensure continuous serviceDS5 Ensure systems securityDS6 Identify and allocate costsDS7 Educate and train usersDS8 Manage service desk and incidentsDS9 Manage the configurationDS10 Manage problemsDS11 Manage dataDS12 Manage the physical environmentDS13 Manage operations
MONITOR andEVALUATE
MONITOR andEVALUATEME1 Monitor and evaluate IT performanceME2 Monitor and evaluate internalcontrolME3 Ensure compliance wihtexternal requirementsME4 Provide IT governance
IT RESOURCES
IT RESOURCES
•Applications•Information•Infrastructure•People
•Effectiveness•Effficiency•Confidientiality•Integrity•Availability•Compliance•Reliability
InformationCriteria
InformationCriteria
Business & Governance ObjectivesBusiness & Governance Objectives
CobiT
Project Management Body of Knowledge (PMBOK)
• Purpose – The primary purpose of the Project Management Body of Knowledge (PMBOK) guide is to identify that subject of the PMBOK that is generally recognized as good practice.
• History - In 1991 the draft PMBOK became an ANSI standard. The first edition was published in 1994, then revised in 1996. PMBOK 2000 was released in 1999 and the most recent version, PMBOK Third Edition, was published in 2004.
• Scope – Covers the management areas of integration, scope, time, cost, quality, resource, communication, risk, and procurement.
Six Sigma • Purpose - Six Sigma is a business-driven, multi-faceted
approach to process improvement, reducing costs, and increasing profits. With a fundamental principle to improve customer satisfaction by reducing defects, its ultimate performance target is virtually defect-free processes and products.
• History - Six Sigma originated at Motorola in the early 1980s in response to a CEO-driven challenge to achieve a tenfold reduction in product-failure levels in five years. Meeting this challenge required swift and accurate root-cause analysis and correction. In the mid-1990s, Motorola divulged the details of their quality improvement framework.
• Scope – Any process or service in any industry.
CMMi for Development
• Purpose – The purpose of CMMI for Development is to help organizations improve their development and maintenance processes for both products and services.
• History – In the late 1980s and early 1990s the Software Engineering Institute at Carnegie Mellon University developed the Capability Maturity Model (CMM), which captured organizational best practices for software development. CMMI Dev evolved from these early beginnings and has matured from 2000-2006.
• Scope – Consists of best practices that address development and maintenance activities that cover the product lifecycle from conception through delivery and maintenance. Key processes areas cover: project management, support, process management, and engineering.
CMMI Dev - Process Areas
Improve
DeployDe
velop
Devel
op
Process Management
OPF Organizational Process FocusOPD Organizational Process Definition + IPPDOT Organizational TrainingOPP Organizational Process PerformanceOID Organizational Innovation and Development
Project Management
PP Project PlanningPMC Project Monitoring and ControlSAM Supplier Agreement ManagementIPM Integrated Project Management + IPPDRSKM Risk ManagementQPM Quantitative Project Management
Engineering
Support
CM Configuration ManagementPPQA Process and Product Quality AssuranceMA Measurement and AnalysisDAR Decision Analysis and ResolutionCAR Causal Analysis and Resolution
Deploy
ImproveRD Requirements DevelopmentREQM Requirements ManagementTS Technical SolutionPI Product IntegrationVAL ValidationVER Verification
Control Objectives for Information and related Technology (CobiT)
• Purpose - Internationally accepted set of guidance materials for IT governance presented in a manageable and logical structure.
• History - Initially published in 1996 CobiT has evolved now to CobiT 4.1, which emphasizes regulatory Compliance and IT Value. CobiT’s good practices represent the consensus of experts.
• Scope - Covers all assets, IT resources including applications, information, infrastructure, and people.
CobiT Domains & Processes
PO1 Define a strategic IT PlanPO2 Define the information architecturePO3 Determine the technological directionPO4 Define the IT organisation and relationshipsPO5 Manage the IT investmentPO6 Communicate management aims and directionPO7 Manage IT human resourcesPO8 Manage quality PO9 Assess and manage IT risksPO10 Manage Projects
PLAN AND ORGANIZE
ACQUIRE ANDIMPLEMENT
DELIVER AND SUPPORT
AI1 Identify automated solutionsAI2 Acquire and mantain application softwareAI3 Acquire and maintain technology infrastructure AI4 Enable operation and useAI5 Procure IT resourcesAI6 Manage changesAI7 Install and accredit solutions and changes
DS1 Define and manage service levelsDS2 Manage thierd-party servicesDS3 Manage peformance and capacityDS4 Ensure continuous serviceDS5 Ensure systems securityDS6 Identify and allocate costsDS7 Educate and train usersDS8 Manage service desk and incidents DS9 Manage the configurationDS10 Manage problemsDS11 Manage dataDS12 Manage the physical environment DS13 Manage operations
MONITOR and EVALUATE
ME1 Monitor and evaluate IT performanceME2 Monitor and evaluate internal controlME3 Ensure compliance wiht external requirementsME4 Provide IT governance
IT RESOURCES
•Applications•Information•Infrastructure•People
•Effectiveness•Effficiency•Confidientiality•Integrity•Availability•Compliance•Reliability
InformationCriteria
Business & Governance Objectives
Information Technology Infrastructure Library (ITIL)
• Purpose - The Information Technology Infrastructure Library (ITIL) is a set of concepts and techniques for managing information technology (IT) infrastructure, development, and operations.
• History – ITIL originated in the 80s as a project sponsored by the UK Government, OGC. In the 90s, library complete and became the de-facto best practices in IT Service Management, 2007 the Service Lifecycle was introduced with ITIL V3.
• Scope - It’s all about the processes needed to effectively balance the cost vs. quality for delivery of services for IT Service Management.
ITIL – Lifecycle and Processes
Service Strategy-Service Portfolio Management-Financial Management-Demand Management
Service Design-Service Level Management-Service Catalog Management-Supplier Management-Capacity Management-Availability Management-IT Service Continuity Management-Information Security Management
Service Transition-Transition Planning & Support-Change Management-Service Asset Management and Configuration Management (SACM)-Release & Deployment Management-Service Validation-Evaluation-Knowledge Management
Service Operation-Event Management-Incident Management-Request Fulfillment-Problem Management-Access Management
Continual Service Improvement-Business case ROI-Identify the overall health of IT Service Management Portfolio alignment with business needs-How to measure, interpret and execute results-Service Level-Service Improvement Plan-Service Reporting-Service Measurement-Seven Step Improvement
Bringing the frameworks togetherA family reunion…
Service Strategy•Service Strategy•Service Portfolio Mgmt•Financial Mgmt•Demand Mgmt
Service Operation•Event Mgmt •Incident Mgmt•Request Fulfillment•Problem Mgmt•Access Mgmt
Service Design•Service Catalog Mgmt•Service Level Mgmt•Supplier Mgmt•Capacity Mgmt•Availability Mgmt•IT Service Continuity Mgmt•Information Security Mgmt
Service Transition•Transition Planning & Support•Change Mgmt•Service Asset •Service Configuration Mgmt•Release & Deployment Mgmt•Service Validation•Evaluation•Knowledge MgmtContinual Service
Improvement•Seven Step Improvement
ITIL/ITSM
Initiating Planning
Monitoring & Controlling Executing
Closing
PMBOK
SIX SIGMA
Improve
Process Management
OPF Organizational Process FocusOPD Organizational Process Definition + IPPDOT Organizational TrainingOPP Organizational Process PerformanceOID Organizational Innovation and Development
Project Management
PP Project PlanningPMC Project Monitoring and ControlSAM Supplier Agreement ManagementIPM Integrated Project Management + IPPDRSKM Risk ManagementQPM Quantitative Project Management
Engineering
REQM Requirements ManagementRD Requirements DevelopmentTS Technical SolutionsPI Product IntegrationVER VerificationVAL Validation
Support
CM Configuration ManagementPPQA Process and Product Quality AssuranceMA Measurement and AnalysisDAR Decision Analysis and ResolutionCAR Causal Analysis and Resolution
Improve
CMMI
PO1 Define a strategic IT PlanPO2 Define the information architecturePO3 Determine the technological directionPO4 Define the IT organisation andrelationshipsPO5 Manage the IT investmentPO6 Communicate management aims anddirectionPO7 Manage IT human resourcesPO8 Manage qualityPO9 Assess and manage IT risksPO10 Manage Projects
PLAN AND ORGANIZEPLAN AND ORGANIZE
ACQUIRE ANDIMPLEMENT
ACQUIRE ANDIMPLEMENT
DELIVER AND SUPPORT
DELIVER AND SUPPORT
AI1 Identify automated solutionsAI2 Acquire and mantain application softwareAI3 Acquire and maintain technology infrastructureAI4 Enable operation and useAI5 Procure IT resourcesAI6 Manage changesAI7 Install and accredit solutions and changes
DS1 Define and manage service levelsDS2 Manage thierd-party servicesDS3 Manage peformance and capacityDS4 Ensure continuous serviceDS5 Ensure systems securityDS6 Identify and allocate costsDS7 Educate and train usersDS8 Manage service desk and incidentsDS9 Manage the configurationDS10 Manage problemsDS11 Manage dataDS12 Manage the physical environmentDS13 Manage operations
MONITOR andEVALUATE
MONITOR andEVALUATEME1 Monitor and evaluate IT performanceME2 Monitor and evaluate internalcontrolME3 Ensure compliance wihtexternal requirementsME4 Provide IT governance
IT RESOURCES
IT RESOURCES
•Applications•Information•Infrastructure•People
•Effectiveness•Effficiency•Confidientiality•Integrity•Availability•Compliance•Reliability
InformationCriteria
InformationCriteria
Business & Governance ObjectivesBusiness & Governance Objectives
CobiT
Business Rules• Process Flows / Mapping
• Identify control points • Roles & Responsibilities • Policies – Scope, Authority• Operational Procedures• Education & Training• Communications & Marketing
Corrective Action• Communications• Roles & Responsibilities • Education &Training• Policies & Procedures• Performance Management• Process Design
Governance Types
• Strategy
• Investment
• Project
• Process
• Technology
• Operations
• Human Resources
• Suppliers
Governance
Documents
Documents& Records
Con
tinua
l Im
prov
emen
t
Governance are the policies, procedures and regulations under which IT operates. It is the mechanisms, put in place to ensure adherence and compliance with those policies and regulations. With the appropriate corrective actions to mitigate non compliance
Operational Execution
PLAN
DO
Adherence & Compliance• Metrics, Reporting • Technology (Tools, Automation, Data) • Self Assessment • Independent Assessment Records
CHECK
ACT
Bringing the frameworks togetherA family reunion…
PLAN
ACT
Check
DO
Kissing Cousins or Family Feud?
• Benefits– Targeted goals and
objectives for each framework exist
– Complementary not competing
– Don’t reinvent definitions or processes, leverage what is already defined and accepted
• Cautions– Know when to use them– Know when to loose
them– Know why you use them– Drive solutions for
business needs– Keep your experts
talking to each other
Additional reference
• Project Management Institute. (2004). A Guide to the Project Management Body of Knowledge (3rd ed). Newtown Square, Pennsylvania.
• Pyzdek, Thomas. (2003). The Six Sigma Handbook. New York: McGraw-Hill.
• Carnegie Mellon University, Software Engineering Institute. (2006). CMMI® for Development, Version 1.2. Pittsburg, Pennsylvania. http://www.sei.cmu.edu/cmmi/index.html
• Office of Government Commerce. (2007). ITIL Service Strategy, Service Design, Service Transition, Service Operations, and Continual Service Improvement. London, England: The Stationary Office (TSO).
• IT Governance Institute. (2008). CobiT 4.1. Rolling Meadows, Illinois, USA.
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