end state: five steps to success for complex organizations

PowerPoint Presentation

End State1Hit a key to go to the next slide.A reference model for organizations to make leading simpler, integrate daily operations, andprovide efficient governance, especially across spans and gaps.How the world works. And when it wont except through strong, principled leadership.

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A Eureka Moment - How the world works. But first Which situation below reminds you most of your life at work today?

Follow-up is failing.Experts are arguing.Compliance is cumbersome.Waste is hurting including off-agenda meetings and units.Silos are battling including who has authority over what.

2Hit any key for next slide when ready.

Follow-up is failing?Experts are arguing?Compliance is cumbersome?Waste is hurting?Silos are battling?

Contents (Feel free to jump to a section of interest, 1 through 5)

Frontline SupportCollaboration among Experts Ecosystems of Sharing ValueEfficiency in CoordinationFlexible Structures

3Hit any key for next slide when ready.Heres what well talk about. Gregory P. Rowe, [email protected] 16

Slide 22Slide 27Slide 36Slide 50

Contents (Feel free to jump to a section of interest)

Support ActivitiesExperts CollaboratingDelegation of Authority over ValueCoordination of Changes and TasksOrganizational Structure4Hit any key for next slide when ready.Heres what well talk about. Gregory P. Rowe, [email protected] 16

Slide 22Slide 27Slide 36Slide 50

ThemeSuccess happens when you lead frontally and manage from the center.5AIntroductionBasis of the First PremiseWherever youre connected to whats best you succeed and live well. Wherever youre disconnected or lost you tend to fail and be forgotten.

The First PremiseAn organization falls apart wherever interconnections fail. Interconnections are intrinsic.The reference model defines requirements for each interconnection.It includes essential functions and the processes that flow through them.It can get complicated; never fear were here together.6AIntroductionSee a summary of the model pictured here on Slide 43

Apply best practices of a baseline management system so that:The system dynamically aligns layers of operations to strategic objectives. It also enlightens leadership, empowers management, overcomes pain points and leverages balanced teams through orchestration of processes and automation of workflow.7Hit a key to go to the next slide.Goal

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AIntroductionCAIntroduction8Hit a key to go to the next slide.AIntroductionOverviewAn Enterprise Model: End-to-EndInter-Organizational RelationshipsIntra-Organizational ConnectionsIntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusionSupportExpertiseCoordinationAuthorityStructure

Whats the point? Principles and doctrine applied in contextSuccess and failure are predictable. Failure can be avoided by applying best practices within a stable reference model.Success will be assured by operating under its principles.The first step is to find the worst broken connections within your system of systems.9AIntroductionIntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusion

How? See failure coming before it happens.By applying the model you will be able to watch evolving macro-trends. Then you can take action to avoid failure and ensure success in micro-ecosystems.10AIntroductionIntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusionWorkload

Eureka! An amazing discovery. Whats the basis of the model?A lifetime of work in operating systems, automated workflow and management systems.Problem MgmtIncident MgmtTechnical Management

Application Mgmt *and Product and Project)Request FulfillmentEvent MgmtOperations ControlContinuous ImprovementPreventativeCorrectiveTransition Planning & SupportBAPMFinance & BudgetingArchitects & Developers Charging & AccountingService DeskRelationship MgmtRelationship MgmtPhysicians Offices (PCP), Outpatient Clinics

Rehab.

Pharmacy

Medical ServicesInsurance Payables - etc

ForecastingCUSTOMERSSUPPLIERSPurchasingProductionFinished GoodsWarehouse/ShippingTruck LoadPlanningFinal Inspection/Credit CheckChanges

OrderProcessing

Credit Checks &SchedulingSatis-factionRequire-mentsExpecta-tionsCustomerServiceRelationship MgmtCustomerOrders Acknowledge/Promise ShipmentInvoiceSalesSupplier MgmtRawMaterialPurchaseOrdersSupplier Mgmt

Continual Improvement

Transition ManagementBusiness Strategy

ServiceDesign

ServiceOperationContinuity MgmtKnowledge MgmtService Validation and Testing Change ManagementDemand MgmtMeasurementLean Six SigmaFinancial ManagementRelease and Deployment Mgmt

Application MgmtPortfolio ManagementTransformation Events

EvaluationTransition Planning & Support

Availability MgmtProblem MgmtIncidentMgmt

CapacityMgmt

Service Asset and Configuration MgmtInfrastructureTechnical Management

Facilities Management at Various Localitieszzzzzzzzzzzzz

Application MgmtSupplier MgmtService Desk

Request FulfillmentRelationship MgmtCatalog Mgmt

Service Level MgmtProactive Problem MgmtEvent MgmtStandard ChangesInformationSecurityManagementAccess MgmtOperations Control

Architects & Developers at Various LocalitiesDisbursementVendor InvoiceRemittanceAccountingProductionOrdersGurney-HallsAdmittingHold

Rehab.Beds,Units

Admission

Registration

Triage/ED

Discharge

Pathology

HistologyDirect Admits

PatientPPT

Clean

RecoveryPost-opRmsPACU

SurgeryO.R.s

Equipm.

Prep. for SurgeryPreopHold

Turn-over

Supplies, Instrum. DiagnosticsTrauma

PharmacyPhysicians Offices,Outpatient Clinics

Heart Catheriterization

Medical ServicesTraumaProcedural unitsBeds,Telepathy

Beds,EDBeds,Med/SurgBeds,ICUCath LabCVOUNeural

Transplant Evaluation

OrganList

PAT (Pre-Admit)Supplies

Radiology

Other Diagnostics

Laboratory

HospiceMilitary Operations Everythings a drillEnterprise Applications Order fulfillmentHealthcare Systems Medical records and patient flowIT Management ITSM Technologies and infrastructure management

So: From ops to apps to infrastructure:Its all the same someways. Nothing always works well.Theres gotta be a better way.11Enterprise AppsIT InfrastructureHealthcareOperationsHit a key when ready.A

Breakthroughs come is small packages.12AIntroductionIncremental stages to progress toward a target state Organizational Reference ModelHit a key to go to the next slide.IntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusion

Organizational Leadership across Lifecycles From each Business Process to its Automation and Infrastructure TechnologiesArchitectureand IntegrationOperations and MonitoringExecutive LeadershipMass Communications Coordinationof Continual Transformation13

Gregory P. Rowe, [email protected]

Contents - NextIntroductionSuccess across many LifecyclesFrontline Support needs to be closed-loop.Expert Collaboration must engage across diagonals.Ecosystems should equitably promise and receive value.Coordination must be side-to-side, top-to-bottom and bottom-up.Strong yet flexible Universal Joints are required to hold it all together.Conclusion14Hit any key for next slide when ready.Heres what well talk about. Gregory P. Rowe, [email protected]

BSuccess across many Lifecycles15IntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusion

Success across lifecycles requires a System of systemsPrimary ElementsSupport: Front-Line Support CyclesExpertise: Middle Diagonals of IntegrationAuthority: Up, Down and across Verticals Coordination: Heroic HorizontalsCollaboration: Universal Joints 16Hit a key when ready.BIntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusion

How often do you experience fundamental failures in simple follow-up that youve directed?A closed-loop system of support avoids common failures and ensures uncommon success.17Hit a key when ready.BIntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusion>> Back to Contents

1The Front Line: A closed loop of operational support ensures continual success.18B1IntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusionIntra-organizational relationships

Reconciling Horizontals that are Often in ConflictArchitectureand IntegrationOperations and Monitoring

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B1The First Set of Battling Silos

The loop at the top breaks down, especially at quality assurance.The dots in the middle isolate themselves like oil and vinegar.The top three challenges:Technical collaboration.Priorities and schedules.Measurement and improvement as part of centralized synchronization.We can all do better.

Is your chaos manageable?The Baseline Cycles A closed loop of support

The Classic Conundrum of Human Brokenness Centralized SimpleSynchronization

Collaboration between Analysts, Architects, Engineers, Technical Experts and Admins(Internal/External)

Close the loop!20Hit a key when ready.Agree

ImproveQuality

Provide

Resolve Issues

Management of Teams

Leadership& Guidance

Common, Predictable FailuresHit a key when ready. Gregory P. Rowe, [email protected] IntegrationOperations and Monitoring

2Lively Collaboration Amongst Experts21IntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusionB2

ContentsIntroductionSuccess across LifecyclesFrontline Support CyclesExpert Collaboration at Cross-DiagonalsPromising and Receiving within EcosystemsHorizontal Coordination Top to BottomFlexible Universal JointsConclusion22Hit any key for next slide when ready.

Ever wonder why a technical expert spendsso much time reinventing the wheel?Or why they wont listen? Because theyre experts, so its easy to get stuck in their heads.23Hit a key when ready.B2IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion>> Back to Contents

Again, in more detail, the interaction cycle at the top must be closed-loop.The dots in the middle need to be connected.Common challenges persist:Lack of facilitation of technical collaboration.Unclear coordination of priorities and schedules.Little or no measurement of what really matters, including leadership. Lack of centralized synchronization.When the unexpected happens its out of control because management and leadership are not proactive together.We can do better, as the model shows.

Agree

Is your chaos manageable?

Gregory P. Rowe, [email protected]

Hit a key when ready.

Deployment Management

BudgetingAccountingCharging

ImproveQuality

Provide

Resolve Issues

The Activity Layer of the ModelManagement of Teams LeadershipGuidanceDisintegrated and frazzled - or whole and functioning well in decision-making

Collaboration amongst Analysts, Architects, Engineers, Technical Experts and Administrators(Internal/External -- Experts)

Coordination across Projects, Changes, Releases and Operations(Transition Planning -- Admin)

Continuity24The beginnings of a huge model that can predict and fix your future. Gregory P. Rowe, [email protected]

Context at the Stem of the System of SystemsLife can be simple and you can be at your most effective.Will you allow for it? At the stem of the system, when allowed by leadership and management, it will: Position people, and,Organize work so that good naturally happens the right way.

25Hit a key when ready.B2

FundamentalsSmart people.Communities of collaboration.Strong, flexible leadership.26B2

3Boundaries of Promising and Receiving27IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusionB3

Has bureaucracy ever saved you from yourself?Accounting matters. Its not the mission.28Hit a key when ready.B3IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion>> Back to ContentsTheres a difference between constraints and criteria.We need strong accounting to avoid pitfalls of constraints.

Success Across each LifecycleBaseline Cycles A closed loop of supportMiddle Diagonals Lively collaboration amongst expertsHeroic Horizontals Reconciling projects and operationsUp and Down Verticals Coordination across stagesUniversal Alignment Integration to strategy29Hit a key when ready.B3IntroductionSuccess across LifecyclesSupport CyclesExpert CollaborationHorizontal ManagementVerticals of AuthorityUniversal JointsConclusion

Context of a Baseline System within a wider Value Chain30

2005 Gregory P. Rowe

ProduceSupport

ProduceSupport

CustomerSupplyChain

ProduceSupportHit a key when ready.A value network includes many value chains.One of them is depicted in the flow.It progresses from promising delivery to receipt of order to receipt of cash.It portrays the world in which we must operate to succeed within an ecosystem. Gregory P. Rowe, [email protected] relationships

The Core Cycle of Value Realization31

INFRASTRUCTURE2005 Gregory P. RoweDesignFundPromisePartnerPayableReceivableCashTransactCustomersSuppliersSERVICEIMPROVEMENTPRODUCESUPPORTSALESGENERATEDARCHITECTURE FUNDEDINFRASTRUCTUREDEVELOPEDRECEIVEABLESPROCESSEDCASHBOOKEDPAYABLESPROCESSED

Hit a key when ready.B3 Gregory P. Rowe, [email protected] value network includes many value chains.One of them is depicted in the flow.It progresses from promising delivery to receipt of order to receipt of cash.It portrays the world in which we must operate to succeed within an ecosystem.Its complicated.Inner loop as discussed, adding the outer loop here.

The Core Cycle of Value Realization 2 32DesignFundPromisePartnerPayableReceivableCashTransact Gregory P. RoweHit a key when ready.B3A value network includes many value chains.One of them is depicted in the flow.It progresses from promising delivery to receipt of order to receipt of cash.It portrays the world in which we must operate to succeed within an ecosystem.Its complicated.And it can be simple.Produce&DeliverSupport&Maintain Gregory P. Rowe, [email protected]

The Core Cycle of Value Realization 3 33

DeliverSupportProductsServicesReceive ServiceImprove Products Gregory P. RoweHit a key when ready.A value network includes many value chains.One of them is depicted in the flow.It progresses from promising delivery to receipt of order to receipt of cash.It portrays the world in which we must operate to succeed within an ecosystem.Its complicated.And it can be simplified.

B3 Gregory P. Rowe, [email protected]

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Strategy& DesignTransition& Operation Gregory P. Rowe

The Core34Hit a key when ready.B3 Gregory P. Rowe, [email protected]

The Stem of the SystemThe Core of Value-Adding Activities for Value RealizationEstablishments on the EdgeFundamental Cycles of Value Realization35Hit a key when ready.B3The Core

4Coordination across Stages Reconciling Programs, Projects and Operations36B4

Do your project managers ever insist that their schedules must supersede, and can interfere, with operations?If so, reconcile schedules and adjust project baselines or fail.37Hit a key when ready.B4IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion>> Back to Contents

Success Across each LifecycleBaseline Cycles A closed loop of supportMiddle Diagonals Lively collaboration amongst expertsHeroic Horizontals Reconciling projects and operationsUp and Down Verticals Coordination across stagesUniversal Alignment Integration to strategy38Hit a key when ready.B4IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion

Coordination and Administration: Fixin aint easy.Reconcile schedules or fail.39Hit a key when ready.B4IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion

40Hit a key to go to the next slide.SituationPeople dont listen.Projects go off course.Agendas collide.Theres a better way.

Coordination and Administration41Reconcile schedules or fail.Hit a key when ready.B4IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusionIntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsTop-DownBottom-UpSide-to-SideUniversal JointsConclusion

Coordination and Administration42Reconcile schedules or fail.Hit a key when ready.B4IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion

Bottom-Up VerticalsTop-DownBottom-upSide-to-Side

43Vertical LayersThe Middle Vertical Coordination Layer Hit a key when ready.B4 Gregory P. Rowe, [email protected] & ServicesGovernance SystemsStrategy ManagementEngineering & KnowledgeRelationships & RequirementsMaster Scheduling & Resource ManagementInfrastructureApplicationsOps ControlFulfillment ProgramsProjects

Incidents

Development

Catalogs

&Problems&Portfolios&Design&MaintenancePlan & Sched.

Action Agents attack issues

Collaborationjuggles priorities

Service Reps Cover all Constituencies(Channels)

First Line Responds and hasPoints of Contact

The inner loop is horizontal.Strategy & products above.TheCoordination Vertical

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Bottom-Up VerticalsTop-DownBottom-upSide-to-Side

Best Practice and the defacto Coordination Layer The flow of collaboration across the life cycle45Demand ManagementAccess ManagementCapacity ManagementAvailability ManagementIncident ManagementInformation Security ManagementIT Service Continuity ManagementSupplier ManagementEvent ManagementRequest FulfillmentService Validation and TestingRelease and Deployment Management& MonitoringWorking (Technical)Context: An applied framework with a strategic perspective on twenty-six core processesRelease PackageService Portfolio ManagementKnowledge ManagementService Catalogue ManagementContinual Service Improvement (CSI)Problem ManagementDesign CoordinationTransition Planning and SupportImprovement -CharterServiceDesignPackageStrategic PlanContinual Service Improvement &The 7-Step Improvement ProcessStrategy & Leadership

Design& Analysis

Transition& Projects

Operations& Infrastructure

Service Assetand Configuration Management Service Level ManagementBusiness Relationship ManagementFinancial Management for IT ServicesChange EvaluationChange ManagementStrategy Management for IT ServicesManaging& Reporting Service DeskOps ControlApplication ManagementTechnical ManagementCollaboration & Coordination across Functional & Organizational BoundariesCoordinating &CollaboratingHit a key when ready.B4 Gregory P. Rowe, [email protected]

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Bottom-Up VerticalsTop-DownBottom-upSide-to-SideTeams and Cultures

KnowTruth

Respond toSituations

Agree toMakeNear-TermChanges

Plan &CoordinateLong-Term

ReconcileRules

QuietContemplation

Architect &Engineer

Gregory P. Rowe

ExecutiveTeam Make ChangesHappen

PhysicalEnergy

TakeAction

Know YourCapabilities

OutsideResourcesHit a key when ready.

Gracious Romantics

Liberating Conquerors

Broad-Minded Philosophics Service-Oriented PragmatistsAmbivalent Orchestrators

Chairmanship of Councils of Authority from all of the above

Coordinating action for all, as we carry the best intentions through implementation into completion.

Inspired Visionaries

Focused Idealists47Skillsets and Personality FactorsEach individual holds a key to a part of the process, including gatekeepers, which they share if inspired leadership will listen.

Hit a key when ready.B4 Gregory P. Rowe, [email protected]

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KnowTruth

Respond toSituations

Agree toMakeNear-TermChanges

Plan &CoordinateLong-Term

ReconcileRules

QuietContemplation

Architect &Engineer

Gregory P. Rowe

ExecutiveTeam Make ChangesHappen

PhysicalEnergy

TakeAction

Know YourCapabilities

OutsideResourcesHit a key when ready.

Gracious Romantics

Liberating Conquerors

Broad-Minded Philosophics Service-Oriented PragmaticsAmbivalent Orchestrators

Chairmanship of Councils of Authority from All of the Above

Coordinating action for all as we carry the best intentions through implementation into completion.

Inspired Visionaries

Focused Idealists48Skillsets and Personality FactorsEach individual holds a key to a part of the process such as gatekeeper, which they will share if leadership is inspired and listens.

Order Entry Specialist /Architect- People Person -

Business Managers and Senior Leadership - Administration, Finance and Orchestration - Chairmanship of Councils with Authority in all of the above Coordinating actions for all as we carry best intentions through implementation into completion.

Customer Relations Rep. /Exec. - Big-Picture Visionary -

Technologist, Engineer or SME - Idealist -Business and Enterprise Architects - Philosophical, Broadly Intellect-Based -CollaborateSynchronizeTechnical SupervisorsHierarchical Structure (Power Person) -

Coordinate

Order Entry Specialist /Architect- People Person -

Customer Relations Rep. /Exec. - Big-Picture Visionary -

Technologist, Engineer or SME - Idealist -Business and Enterprise Architects - Philosophical, Broadly Intellect-Based -Technical SupervisorsHierarchical Structure (Authorities / Power Person) -

Reality Check, PracticalInsights, Voice of ReasonFormal Decision with Initial PlanVision &ConceptService Owners- Pragmatic, Technical and Business-Minded -Hit a key when ready.B4 Gregory P. Rowe, [email protected]

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Final Elements of Cycles of SuccessFront-Line Cycles, Middle Diagonals, Heroic Horizontals, Up and Down Verticals, Universal Joints49>> Back to ContentsB5

Success across Lifecycles within an Integrated SystemFront-Line Cycles A closed loop of interactive supportMiddle Diagonals Lively collaboration amongst expertsHeroic Horizontals The ecosystem from promising to receivingUp and Down Verticals Coordination from strategy to projects and operationsUniversal Joints Flexibility to adjust quickly at all levels50Hit a key when ready.B5IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion

Do you ever go through constant pain just to maintain?A baseline alignment51Hit a key when ready.B5IntroductionSuccess across LifecyclesSupport CyclesCross-Diagonal ExpertiseTop-Down Horizontal ManagementBottom-Up VerticalsUniversal JointsConclusion>> Back to ContentsComplexity Behind the Model

Product SupportDont just slam in changes transition smoothly

CustomerLeadershipAgree whatsrequired

FillOrders

ChangeManagementIs your chaos manageable?

End UserConsumers Risk Management

TechnicalManagement

ProjectManagementResources

ProgrammaticChangeControl

SecurityManagementProblemManagement

Architect &EngineerNew Services

CustomerService /Operations

Produce Products

InfrastructureIssuesSome incidents have a hidden root or are systemic.Account Managers (BRM, SLM)

Requests, SuggestionsQualityControlledSourceRecurringIncidentsManagingCapacity, Availability & ContinuityService Desk Gregory P. Rowe, [email protected]

Hit a key when ready.Incident Management

Transition Planning and ReleaseManagement

Decision-Making & MasterSchedulingFinancial Management

24x7OperatorResources


Quality Re-Alignmentto Value

Count costs of changeDecideRedundancy

Operate as efficiently as if in a bottom-line business or mission.52Catalog Typeof Orders (Standard)

New/Changing Requirements

RequestFulfillment

ApplicationManagement

Releases Changes ErrorsConfigurationManagement Recrods Problems Items IncidentsAs specialize also integrate.(Closed-Loop)

The 26 Processes Assigned to Two to Four Positions or DomainsThose are the processes. Next: What it looks like in action

Relationships & RequirementsProducts & ServicesInfrastructureApplications &Ops ControlFulfillmentMaster Scheduling & Knowledge ManagementGovernance & Quality ManagementStrategic LeadershipDemand ManagementService Portfolio ManagementService Level ManagementKnowledge Management Service Asset

and Configuration Management Service Catalogue ManagementBusiness Relationship ManagementTransition Planning

and Support Financial Management for IT ServicesAccess ManagementAvailability ManagementIncident ManagementInformation Security ManagementIT Service Continuity ManagementSupplier ManagementEvent ManagementCapacity ManagementRequest FulfillmentProjectsArchitects - - Engineers App Dev - - App ManagementTechnical ManagementCSI's 7-Step Improvement ProcessProblem ManagementService Validation and TestingChange EvaluationRelease and Deployment ManagementChange ManagementDesign Coordination(Service Asset and Configuration Management and the Transition Planning and Support Process)Strategy Management for IT ServicesBusi. AnalystsSys. AdminsUserCallsServiceOwners Gregory P. Rowe, [email protected]

[email protected] 123414B5 Gregory P. Rowe, [email protected]

CConclusion53

Leading Frontally, Managing from the Center

Dont just slam in changes transition smoothly

Customers (Upstream)Requirements,Proposals &Portfolios

ChangeCoordinationIs your chaos manageable?

Individual Consumers Security Management

Technical Experts(internal/external)

Design Coordination (Cross-Functional)

ProjectChangeControl

ContinuityManagement

Root CauseAnalysis

Architecting & Engineering: New/Updated

BusinessAnalysis, Price & Cost

QualityControlledDefinitive SourceGregory P. Rowe, [email protected]


ReleaseManagement &Deployment Planning

Decision-Makingfor major changes &Transition Planning.Financial Management

OperationsControland Deployments


MeasuringQuality

Costs of change

Interactions& RequestFulfillment

Resolution of Issues

At some point we all get stuck.Tactical and Operational Activity Layers of Core Organizational Processes

Back Office

Negotiation

End Users

Level 1 Support& Service DeskLevel 2Level 3Most leaders who work hard eventually arrive at basic incident and change management. Yet most never move beyond Level 3, as shown to the right. (Click when ready.)At that point anyone who has stopped at a fundamental, rudimentary basis fails.` Stalin: We have no problems. Instead, grow up, ok? Wanna dance the 12-step?Then deeper issues arise.

Music by Longzijun

Efficient processes for effective managementService LevelsAgreements & Expectations

Releases ChangesConfigurationManagement Problems Items Incidents Errors

CatalogThere was eloquence and relative simplicity for IT Management under ISO 20,000 & ITIL v2 (before v3 2007, 2011) 54

Whole

Dont just slam in changes transition smoothly

Customers (Upstream)Requirements& Catalog

ChangeCoordinationIs your chaos manageable?

Individual Consumers Security Management

Technical Experts(internal/external)

Design Coordination (Cross-Functional)

ProjectChangeControl

ContinuityManagement

Root CauseAnalysis

Architecting & Engineering: New/Updated

BusinessAnalysis, Price & Cost

QualityControlledDefinitive SourceGregory P. Rowe, [email protected]


ReleaseManagement &Deployment Planning

Decision-Makingfor major changes &Transition Planning.Financial Management

OperationsControland Deployments


MeasuringQuality

Costs of change

Requests &Fulfillment

Resolution ofIssues

The eloquence and relativesimplicity ofISO 20000& ITIL v2(before v3 2007, 2011)Tactical and Operational Activity Layers of Core Processes

Back Office

Negotiation

End Users

Level 1 SupportLevel 2Level 3Most people who work hard eventually arrive here. At that point anyone who has stopped at a fundamental, rudimentary basis fails.` Stalin:We have no problems. Instead, grow up, ok?Wanna dance the 12-step?Then deeper issues arise.

Music by Longzijun

Efficient processes for effective managementService LevelsAgreements

Releases ChangesConfigurationManagement Problems Items Incidents Errors

A healthy, energetic,integratedsystem.55

56 Continual Service &Process Improvement

TechnicalManagementTransitionPlanning andSupport Service PortfolioOtherFunctionsOtherResourcesApplicationManagementService Asset and Configuration Management

Customers

ServiceDesk

OperationalChangeImplementers

Consumers

ITIL Version 3 2011 with Lifecycle Entire Management System

IT Service Continuity ManagementProblemManagement

AvailabilityManagement

Gregory P. Rowe, [email protected].

Release andDeploymentManagement

IncidentManagement

CapacityManagement

FinancialManagement

EventManagement

DemandManagement

RequestFulfillment

IT Service Operations

AccessManagement

Info. SecurityManagementProjectTeamsDevelopmentProcurementBusiness Analysis

System Architecture

SupplierManagement

Ops ControlFacilities MgtService Strategy: Take a strategic view of services

The Realization of Value

ServiceLevelManagement

ChangeManagement

Infrastructure

Continual Service ImprovementSystematically improveDesign and developService Transition: Implement and updateService Operation: Deliver & support

ServiceCatalogueManagement

(Not ITSM)

Business Relationship Management

PMOSMOServiceKnowledgeManagementSystem

C

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Coordination Layer The flow ofcollaboration across the service life cycle57Senior Leadership & Programs ArchitectsProject ManagementTechnologists & Implementation SMEs

Customer/PatronRelationsOperationsChange ManagementDevelopers & Design Engineers

DesignPackageCollaborationCoordinationBRMReference ArchitecturesSMO*PMOAutomatedChange ModelsPortfoliosOLAsSteering GroupsOperational SchedulingLifecycleLeadershipTransitionPlanning*Service Management OfficeWeak Link

ServiceStrategy

ServiceDesign

ServiceTransition

ServiceOperationFunctions through which processes floweasily whenproperlyalignedContext: An applied framework with a strategic perspective on twenty-six core processes

C

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EndSee References 58

end state: five steps to success for complex organizations

Leadership & Management