Operational Excellence in Operational Excellence in Managing Windows PlatformManaging Windows PlatformSam Stokes Sam Stokes Academic Developer EvangelistAcademic Developer EvangelistMicrosoft CorporationMicrosoft CorporationFrom Material by From Material by Craig Wilson, presented Craig Wilson, presented at Tech Ed 2003at Tech Ed 2003

Distribution to University Of Nevada, Reno Students, Distribution to University Of Nevada, Reno Students, Professors and Administration only. No other permissions are Professors and Administration only. No other permissions are given for use of this copyrighted material.given for use of this copyrighted material.

Operational Costs Operational Costs Consume IT BudgetsConsume IT BudgetsNeed to do more… Need to do more… …with less…with less

Efficient OperationsEfficient Operationsincrease service…increase service…

……to customersto customers

Effective Operations of Systems Management unlocksEffective Operations of Systems Management unlocks New Business Value and ServicesNew Business Value and Services

Increasing Efficiency in ITIncreasing Efficiency in IT

Source: Accenture I.T. Spending SurveySource: Accenture I.T. Spending Survey

Today’s ITToday’s ITDesired ITDesired IT

The Agile BusinessThe Agile Business

30%30%New New

CapabilityCapability

70%70%Sustaining Sustaining & Running& Running

ExistingExistingCapabilityCapability

45%45%New New

CapabilityCapability

55%55%Existing Existing

CapabilityCapability

IncreasesIncreasesValue Value

DecreasesDecreasesMaintenance &Maintenance &

DeliveryDelivery

Causes of Down time

ApplicationFailure

40%

OperatorError40%

Other20%

• Untested Applications• Change Management• System / Application

Overload• Weak Problem Detection

• Forgot Something• Lack of Procedures• Backup Errors / Security

Source: source : Gartner Security Conference presentation "Operation Zero Downtime", D. Scott, May 2002

Operations

People & Process ArePeople & Process Areas Important as Technologyas Important as Technology

• Hardware / Platform• Network• Power and Disaster

Guidance – Closing the GapGuidance – Closing the Gap

Insert CD Insert CD

Lack of Best PracticesLack of Best Practices

Best Managed SystemsBest Managed Systems MicrosoftMicrosoft

TAM

Did You Answer “Did You Answer “YESYES” ?” ?Does your account spend their time for reactive cases?

Incident Management & Problem ManagementDoes your account test any and all changes before apply to the

production environment? Change Management and Release Management

Can your account determine the current state of their systems configuration?

Configuration ManagementCan your account actively monitor and understand system usage

and capacity? Service Monitoring & Control, Capacity Management

Can your account report on system availability ? Availability Management

Catastrophic outage due one group implementing a change and not notifying other related groups?

Change Management

Address Business Level NeedsAddress Business Level Needs

Foundational CapabilitiesFoundational Capabilities Security Patch ManagementSecurity Patch Management Operational AgilityOperational Agility Service AvailabilityService Availability Service ManagementService Management Service Level AgreementService Level Agreement Critical Incident ServicesCritical Incident Services

Cost of OperationsCost of Operations

Solutions For ManagementSolutions For Management A methodology to deliver business value into A methodology to deliver business value into your heterogeneous IT organizationyour heterogeneous IT organization

Reduce management cost using best practiceReduce management cost using best practiceautomation and technologiesautomation and technologies

Prescriptive guidance for your enterprisePrescriptive guidance for your enterprise

Guidance to envision, plan, build, deploy, test, and operate Guidance to envision, plan, build, deploy, test, and operate the Windows platformthe Windows platform

Guidance to envision, plan, build, improve deploy, test, Guidance to envision, plan, build, improve deploy, test, and operate new and existing softwareand operate new and existing software

Increase Operational EfficiencyIncrease Operational Efficiency

Solutions for ManagementSolutions for Management

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Best Best EconomicsEconomics DependableDependable ConnectedConnected ProductiveProductive

Microsoft Operations FrameworkMicrosoft Operations FrameworkA Best Practice MethodologyA Best Practice Methodology

Leverages IT Infrastructure Library (ITIL) Leverages IT Infrastructure Library (ITIL)

20 service management functions 20 service management functions

Helps IT operations attain high RASHelps IT operations attain high RAS

Targets all aspects of IT service managementTargets all aspects of IT service management

Includes guidance on roles and team clustersIncludes guidance on roles and team clusters

Phases for managing risk in IT operationsPhases for managing risk in IT operations

MOF Core ModelsMOF Core ModelsProcess and TeamProcess and Team

Capacity ManagementAvailability Management

Financial ManagementWorkforce Management

Service Continuity ManagementService Level Management

Service DeskIncident ManagementProblem Management

Change ManagementConfiguration ManagementRelease Management

Service Monitor & ControlSecurity AdministrationNetwork AdministrationSystem AdministrationJob SchedulingStorage ManagementPrint/Output ManagementDirectory Services Administration

Infrastructure RoleSecurity RolePartner Role

Support Role

Release Role

Operations RoleSecurity RolePartner Role

Support Role

…………..Risk Management..Risk Management

Improving Operational MaturityImproving Operational Maturity

Day to Day OperationsDay to Day Operations Roles Roles RisksRisks ServicesServices Technology agnosticTechnology agnostic

“MOF provided a very useful framework against which to benchmark our own infrastructure management processes. It gave us guidance, direction, and–above all–it gave us a degree of assurance that we were doing the right things.”Allen LewisChief of Staff for Digital Business Operations BP

Operations AssessmentOperations AssessmentImprove the Way to Manage WindowsImprove the Way to Manage Windows

Pre-structured proven consulting Pre-structured proven consulting engagementengagement

Helps you:Helps you: Baseline your operation of Microsoft Baseline your operation of Microsoft

technologytechnology Identify and prioritize improvementsIdentify and prioritize improvements Establish specific targetsEstablish specific targets Create a plan for reaching targetsCreate a plan for reaching targets

Operations AssessmentOperations AssessmentPrerequisitePrerequisite Determine whether the you are Determine whether the you are

achieving Operational Efficiencyachieving Operational Efficiency MOF Operations Assessment MOF Operations Assessment

Identify gaps and maturity of organizationIdentify gaps and maturity of organization Offers an action plan to get processes in Offers an action plan to get processes in

placeplace

Signs of readiness include:Signs of readiness include: Installed SMF processes and rolesInstalled SMF processes and roles A well-maintained IT infrastructureA well-maintained IT infrastructure Well prepared in mitigating riskWell prepared in mitigating risk

Operations AssessmentOperations AssessmentHow it worksHow it works ITIL-certified experienced consulting ITIL-certified experienced consulting

assessorsassessors Interviews, documentation review, and Interviews, documentation review, and

live process observationlive process observation Identify gaps against best practicesIdentify gaps against best practicesFormulate recommendationsFormulate recommendationsPrioritize them against business IT Prioritize them against business IT

driversdriversDraft an Improvement PlanDraft an Improvement Plan

Five-phase Assessment ProcessFive-phase Assessment Process

Building Action PlanBuilding Action PlanBuilding Action PlanBuilding Action Plan

Analyzing ResultsAnalyzing ResultsAnalyzing ResultsAnalyzing Results

EnvisioningEnvisioningEnvisioningEnvisioning

PlanningPlanningPlanningPlanning

Gathering DataGathering DataGathering DataGathering Data

OutputsOutputs

OutputsOutputs

OutputsOutputs

OutputsOutputs

Operations Assessment Operations Assessment Five-phase ProcessFive-phase Process

ConfirmEngagement

DocumentOrganizational

Structure

IdentifyObjectives and

Priorities

DocumentHigh LevelProcesses

IdentifyImprovement

Goals

IdentifyImprovement

Scope

ProduceVision and

ScopeENVISIONING

PLANNING

DATAGATHERING

ANALYZINGRESULTS

CREATINGACTIONPLAN

Prepare forInterviews

ConductInterviews

DeriveRatings

ConductDiscussionMeetings

ObtainResources &

CustomerTeam Access

Map CustomerProcesses and

Roles

DetermineInterview List,Objectives &Questions

CreateInterviewee List

& DiscussionGroups

Outlineassessment

plan & establishmilestones

Update Plans &Send

Announcement

IdentifyCurrent State

IdentifyImprovementOpportunities

PrioritizeImprovements

Write FindingsPresent

Analysis andAction Plan

Rating Process MaturityRating Process Maturity MOF hierarchy — from quadrants to MOF hierarchy — from quadrants to

process attributesprocess attributes

Rating the maturity of a specific processRating the maturity of a specific process

QuadrantQuadrant

SMFSMF

ProcessProcess

Process AttributesProcess Attributes

Change ManagementChange Management

Receipt of RFCReceipt of RFC

Change ManagementChange ManagementReceipt of Request for Change

Assessment, Authorization, and Scheduling Requests for Change

Build, Test, and Deploy Changes Post implementation evaluation

SMFSMF

Process

Process

Process

Process

Each SMF is a set of defined Each SMF is a set of defined ProcessesProcesses

Change ManagementChange ManagementReceipt of Request for Change

Assessment, Authorization, and Scheduling Requests for Change

Post implementation evaluation

Build, Test and Deploy Changes

Change Management

Check for completeness of RFCCheck for completeness of RFC

Return rejected RFCsReturn rejected RFCs

Prioritize accepted RFCsPrioritize accepted RFCs

Classify accepted RFCsClassify accepted RFCs

Log the RFC in CM logLog the RFC in CM log

Link the RFC to problem #Link the RFC to problem #

A process attribute is an A process attribute is an action or action or tasktask which must which must be performed for the be performed for the

process to beprocess to be completed.completed.

Each Process Has a Defined Set Each Process Has a Defined Set of of Process AttributesProcess Attributes

Receipt of Request for Change

Assessment, Authorization, and Scheduling Requests for Change

Post implementation evaluation

Build, Test and Deploy Changes

Deriving SMF Maturity Deriving SMF Maturity

Check for Check for completeness of RFCcompleteness of RFC

Return rejected RFCsReturn rejected RFCs

Prioritize accepted RFCsPrioritize accepted RFCs

Classify accepted RFCsClassify accepted RFCs

Log the RFC in CM logLog the RFC in CM log

Link the RFC to problem #Link the RFC to problem #

ProcessProcess ++Process Process AttributesAttributes ==

0 Incomplete

1 Performed

2 Managed

3 Established

4 Predictable

5 Optimizing

MaturityMaturity

ChangeChange ManagementManagement

Receipt of Request for Change

Assessment, Authorization, and Scheduling Requests for Change

Build, Test, and Deploy Changes Post implementation evaluation

ChangeChange ManagementManagement

Receipt of Request for Change

Assessment, Authorization, and Scheduling Requests for Change

Post implementation evaluation

Build, test and Deploy Changes

Operations AssessmentOperations AssessmentISO 15504 Reference ModelsISO 15504 Reference ModelsLevelsLevels Process AttributesProcess Attributes

Level 5 Level 5 –– Optimizing Optimizing AdaptableAdaptableAligned with business objectivesAligned with business objectives

Level 4 Level 4 –– Predictable Predictable  

Process measuredProcess measuredProcess controlledProcess controlled

Level 3 Level 3 –– Established Established    

Process definedProcess definedSkills knownSkills knownTools deployedTools deployed

Level 2 Level 2 –– Managed Managed      

Managed resourcesManaged resourcesManaged timeManaged timeDocumented proceduresDocumented proceduresDocumented outputsDocumented outputs

Level 1 Level 1 –– Performed Performed  

Identified inputsIdentified inputsPracticesPracticesIdentified outputsIdentified outputs

Level 0 Level 0 –– Incomplete Incomplete ------

Maturity Ratings ExampleMaturity Ratings ExampleWhat you getWhat you get

ISO 15504 Maturity Levels

Maturity Ratings ExampleMaturity Ratings ExampleWhat you getWhat you get

0.0 1.0 2.0 3.0 4.0 5.0

Change Management

Configuration Management

Release Management

Service Monitoring & Control

Incident Management

Problem Management

Service Level Management

Summary of Results

ISO 15504 Maturity Levels

Defining a Gap AnalysisDefining a Gap Analysis Aspects of the gap analysisAspects of the gap analysis

In general:In general: Contains all previous workContains all previous work Focuses on operations processesFocuses on operations processes

In specific:In specific: Explains status for all SMFs in scopeExplains status for all SMFs in scope Shows the process maturityShows the process maturity Includes a summary for each SMFIncludes a summary for each SMF Includes a clear and tangible action planIncludes a clear and tangible action plan

Gap AnalysisGap AnalysisAssessment & ImplementationAssessment & Implementation

Assessment

Implementation

Defining ProjectDetails

Report Writingand Prioritizing

Interviewing,Collecting notesand observations

SchedulingInterviews, Visits

and Meetings

Defining ProjectDetails

Conducting firstOperational

Review

Implementing newRoles, Activities,

Procedures,Metrics

Building theImplementation

Plan

Installs Operational Efficiency into your OrganizationInstalls Operational Efficiency into your Organization

Creating a Gap AnalysisCreating a Gap Analysis

Each assessed SMF is described in the Each assessed SMF is described in the analysis section by:analysis section by: DescriptionDescription Rating (assessment)Rating (assessment) ObservationObservation AnalysAnalysiiss RecommendationsRecommendations

Report DetailsReport Details The final report includes: The final report includes:

Management SummaryManagement Summary Project Objectives and JustificationProject Objectives and Justification Organization InformationOrganization Information SMF Observation DetailsSMF Observation Details SMF SMF Analysis DetailsAnalysis Details SMF RecommendationsSMF Recommendations General ConclusionsGeneral Conclusions Overall RecommendationsOverall Recommendations

Outputs of this phase include:Outputs of this phase include: Final assessment reportFinal assessment report Gap analysisGap analysis Action planAction plan Presentation to customerPresentation to customer

Final DeliverablesFinal DeliverablesCustomerCustomer

Designed to be repeated as needed:Designed to be repeated as needed: As operations issues become evidentAs operations issues become evident Changes in the enterpriseChanges in the enterprise Introduction of new applicationsIntroduction of new applications As the MOF process cycles are completedAs the MOF process cycles are completed

Operations AssessmentOperations AssessmentContinuous ImprovementContinuous Improvement

Example RecommendationsExample RecommendationsPresented to StakeholdersPresented to Stakeholders Establish Formal Crisis ManagementEstablish Formal Crisis Management Establish a Release Readiness Review (RRR) Establish a Release Readiness Review (RRR)

processprocess Coordinate Incident Management across Coordinate Incident Management across

groupsgroups Decrease Mean Time to Restoration (MTTR)Decrease Mean Time to Restoration (MTTR) Establish a Service Level Manager (SLM) RoleEstablish a Service Level Manager (SLM) Role Optimize communication across IT Optimize communication across IT

organizations and customersorganizations and customers Build a Service CatalogueBuild a Service Catalogue

(A few comments…)(A few comments…)

The Process Approach:The Process Approach: Drives toward IT – Business alignmentDrives toward IT – Business alignment Separates HR issues from IT efficiencySeparates HR issues from IT efficiency More directly addresses More directly addresses resultsresults rather than rather than

effortsefforts

Managed Vs Unmanaged ProcessManaged Vs Unmanaged Process Emergency ChangesEmergency Changes

Process maturity Process maturity ≠ Bureaucracy or ≠ Bureaucracy or PaperworkPaperwork

MOF Case StudyMOF Case StudyBPBPDigital Business OperationsDigital Business Operations“One of our key objectives was to maximize the value of our Microsoft platform. Although their solutions can be largely installed out of the box, we wanted to make sure that they were configured to achieve maximum performance in the areas of mission critical system reliability, availability and manageability.”

Allen Lewis

Chief of Staff for Digital Business Operations

BP

ImpactImpact

BP was determined to achieve business-BP was determined to achieve business-critical levels of performance from its new critical levels of performance from its new Microsoft® environment. It also wanted to Microsoft® environment. It also wanted to make sure that in the long-term, any make sure that in the long-term, any modifications and additions to these modifications and additions to these systems were governed by a robust change systems were governed by a robust change management system.management system.

Business GoalsBusiness Goals

Solution OfferingSolution Offering Microsoft Operations Framework enables Microsoft Operations Framework enables

BP to achieve outstanding levels of service BP to achieve outstanding levels of service from its Microsoft platform and ensure from its Microsoft platform and ensure change management best practice.change management best practice.

Successfully introduced a robust change Successfully introduced a robust change management systemmanagement system

Operations AssessmentOperations AssessmentWhen to consider itWhen to consider it If you don’t consistently meet service If you don’t consistently meet service

commitmentscommitments If you experience unplanned downtime If you experience unplanned downtime If you must reduce IT operating costsIf you must reduce IT operating costs If you are consolidating disparate IT If you are consolidating disparate IT

organizations…M&Aorganizations…M&A If you need to improve the integration of If you need to improve the integration of

development and operations teamsdevelopment and operations teams If your customers and/or users express If your customers and/or users express

dissatisfactiondissatisfaction

Operations AssessmentOperations AssessmentSummarySummary Getting IT operations right requires Getting IT operations right requires

trained people and the right processestrained people and the right processes ITIL and MOF provides best practice ITIL and MOF provides best practice

process guidanceprocess guidance An operations assessment provides IT An operations assessment provides IT

professionals road map to improvementprofessionals road map to improvement

Engagement Process to Engagement Process to Deliver the SolutionDeliver the Solution

ExExample proposal for 3 SMFample proposal for 3 SMF

MOF Essentials Training (2 days)MOF Essentials Training (2 days) MOF Workshop (2 days)MOF Workshop (2 days) Prepare the SMF questions (5 days)Prepare the SMF questions (5 days) Interviews with the customer (X days)Interviews with the customer (X days) Analyse the interview results (5 days)Analyse the interview results (5 days) Prepare the GAP AnalPrepare the GAP Analysisysis Report (5 days) Report (5 days) MOF Executive Presentation & Report Overview MOF Executive Presentation & Report Overview

(1 day)(1 day) TOTAL: 20 days + X Interview daysTOTAL: 20 days + X Interview days

Businessvalue

Work order/scope

Projectclosure

OperationsAssessment

Architectureguide

Test overview plan and test case

detail plan

Deploymentguide

Operationsguide

Workingpractices, roles, and

responsibilities

Evaluate Assess/Plan Design/Build Test Deploy/Operate

A Consistent and Predictable ProcessA Consistent and Predictable Process

Project Time LineProject Time LineEngagement ProcessEngagement Process

MSM Delivery PartnersMSM Delivery Partners AvanadeAvanade UnisysUnisys Certified regional partnersCertified regional partners Microsoft Worldwide ServicesMicrosoft Worldwide Services

Be Committed to ExcellenceBe Committed to Excellence Start your day rightStart your day right Involved Involved CommittedCommitted

Community ResourcesCommunity Resources Microsoft Management community resources are Microsoft Management community resources are

available at available at http://www.microsoft.com/management/communityhttp://www.microsoft.com/management/community

You’ll find information on You’ll find information on Listing of top newsgroupsListing of top newsgroups Schedule of online chats and webcastsSchedule of online chats and webcasts User Group contact infoUser Group contact info Non-Microsoft community websitesNon-Microsoft community websites

Ask The ExpertsAsk The ExpertsGet Your Questions AnsweredGet Your Questions Answered

Talk one-on-one with a community of Talk one-on-one with a community of your peersyour peers Community Experts: Microsoft product Community Experts: Microsoft product

teams, consultants and Tech*Ed speakers teams, consultants and Tech*Ed speakers Resources: whiteboards, internet, etc.Resources: whiteboards, internet, etc. Location: in the middle of the Exhibit HallLocation: in the middle of the Exhibit Hall Hours: at least 12-3:30p every dayHours: at least 12-3:30p every day

I will be available in the ATE area after this sessionI will be available in the ATE area after this session

For More InformationFor More Information

http://www.microsoft.com/solutions/msm http://www.microsoft.com/solutions/msm http://www.microsoft.com/managementhttp://www.microsoft.com/management http://www.microsoft.com/mofhttp://www.microsoft.com/mof http://www.itil.co.ukhttp://www.itil.co.uk http://www.itsmf.nethttp://www.itsmf.net

© 2003 Microsoft Corporation. All rights reserved.© 2003 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.This presentation is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.

DeliveryDelivery TrainingTraining

MOF EssentialsMOF Essentials 2 days onsite2 days onsite 2 instructors2 instructors (Lead assessor & Second assessor) (Lead assessor & Second assessor) 2020 students max., students max., 88 students minimum students minimum

MOF Operations Assessment MOF Operations Assessment Ideal for 3 SMF (can be expandable)Ideal for 3 SMF (can be expandable) Interview max. 3 people per day (Interview time is 2,5 hrs)Interview max. 3 people per day (Interview time is 2,5 hrs) Determine the Determine the XX days of interview days according to the customer (3 days of interview days according to the customer (3

person /day)person /day) XX days days onsite for interviews ( onsite for interviews (lead & second assessor, observerlead & second assessor, observer)) Prepare GAP AnalysPrepare GAP Analysisis r reporteport Onsite Executive presentation to customerOnsite Executive presentation to customer