the world we live in challenges staff technology budgets are tight business-it alignment it’s...
Post on 20-Dec-2015
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The world we live in
Challenges
Staff
Technology
Budgets are tight
Business-IT alignment
IT’s reputation with the business
Legacies – organisational & personal
Business needs constantly evolving
So how should we respond?
Maybe we need a radical rethink about the role and structure of IT/IS!
Think IS – Information SERVICES
Get the business to focus on value not cost
Focus internally on process & people not just technology
Break down the barriers between IS & the business & within the IS department
Invest in Service Management
Think service
Understand the drivers
Get business buy-in
Understand the building blocks
Use them sensibly
Developing successful solutions
The consumer has expectationsYou need resources to meet them
Things will go wrongChange is natural
A Suggested Range of IT Services
Mainframes / Servers LAN / WAN Desktop Mobile
Service Desk / Help Desk
Infrastructure Management
Application Development/Application Maintenance
Program & Project Management
Portfolio Management
Strategy & Architecture
Well-Defined Activitieswith a
Wealth of Reference Materialand
Well-Established Performance Measures
andMinimal Uncertainty
Fuzzy Activitieswith a
Body of ConflictingReference Material
and Unclear
Performance Measuresand
Some Uncertainty
Considering all the issues of IT management, we have identified the following as critical issues:
– EnvironmentToday IT manager must manage a decentralized, end-user-focused environment.
– RoleThe current IT manager, instead of serving as the technical custodian of computer hardware entities, now functions more like an agent between IT resources and end-users.
– Expanding FocusThe IT manager must understand the global issues of the business and its customers, as well as have a comprehensive knowledge of global IT management. IT has expanded on an international level and, as such, the present focus is now on matters that are more global in nature. The influx of technology into nearly every country has opened a cross-cultural window into other nations that, to this point, was unavailable.
– IntegrationIn a given organization, the IT department is no longer strictly a separate function, rather, it is an integrated function of all departments.
– Increased RisksIT managers must be knowledgeable enough to effectively deal with greatly increased security risks brought about by the integration of technology.
– Inadequate PreparationBusiness schools continue to graduate students lacking basic knowledge in IT management.
Critical Issues of IT Management
ServiceTransition
Continual ServiceImprovement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
Governance Methods
Te
mp
late
s
Qualifications
ServiceTransition
Continual ServiceImprovement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
ServiceTransition
Continual ServiceImprovement
ServiceOperation
ServiceDesign
ServiceStrategies
ITIL
Governance Methods
Te
mp
late
s
Qualifications
Governance Methods
Te
mp
late
s
Qualifications
Structure
CMMI
TOGAF
eTOM
Six Sigma
PMBOK
PRINCE2
SOA
COBIT
M_o_R
ISO/IEC 20000
SOX
CertifiedTraining
ISO/IEC27001
ISO/IEC19770
“The significant problems we face cannot be solved by the same level of thinking that created them.” … Albert Einstein
Plan
The internal IT tools mess
ERPfor IT
Build/evolve
CMDB
Metadatarepository
CASE tools(Modeling, SCM)
EnterpriseArchitecture
Project/programportfolio
Projectmanagement
Applicationportfolio
Operationsframework &
metrics
ETL
Elementmanagement
Origins of ITIL (IT Infrastructure Library)
Founded in the United KingdomOffice of Government Commerce (OGC)
• Created by CCTA (now part of OGC)
• Promote Sound IT Management Practices
• Information Technology Infrastructure Library
Best Practice Framework • Over 14 Years of Practical Usage
• Recently Refined and Updated
• International User's Group
To date, the only comprehensive, non proprietary, publicly available guidance for IT Service Management
Standards
*White Paper, “HP Service Management Reference Model”
ITIL
Six SigmaBalanced
Scorecard
CoBIT
ISO 9000
CMMIStructure & RolesMetrics
Processes & PracticesTechnology
ControlsPeople
Our Project Scope
Global Fortune 100 Company
Align all Tier 2 Suppliers to ITIL Model– Application Development– Data Center Management– Local Desktop Management– Telecommunication Management
All organizations would electronically bond all aspects of IT infrastructure
Business Constraints
Overall Support Model
Service Delivery– Universal Service Desk
– Request to Pay
Run the Business– Pricing
– Billing
– Catalog
Service Assurance– Universal Help Desk
– Service Level Agreements
– ITIL Modules• Interlinking among all
incidents
• Trouble
• Problem
• Change Management
– Enterprise Operations Management
Approach
All Service Assurance has to communicate through the Integration Management Application (IMA)
A Domain Model will be defined to determine how all suppliers will interact with the IMA– Data Fields– Transaction Types– Communication Protocols– WSDL layouts
Skill Sets
Program Manager– Business Acumen– Understood tools– Big Picture
Project Manager– My team was
implementation focused– Coordinate schedules
within multiple organizations
– Strong Execute/Control
Business Analyst– Understood business
processes
– Understood tool function
– WSDL
– Gap analysis
– Acceptance of cultural differences
– Good requirements
– Test plans
Program Manager Roles
Identify all the componentsIdentify lists of tools needed to support the model
– Systems Architecture– Business needs– Define a roadmap of projects to create the tools
DevelopmentImplementationProcessTools for Managing the Program
– Integrated Program Management System– Structuring projects to roll up to program
Governance– Issue Tracking– Defect Management– Change Management
Critical Path – coordinated schedules
Program Manager Role ctd.
Define Individual Projects to support program– Interdependencies (Multiple Organizations)– Schedule– Capabilities
Coordinate through customer program manager– Multiple Organizations– Capabilities
Business Case stuffReporting (multiple consumers of common data)Define Scope of the projectOrganization specific
– Development, Test– Delivery, Implementation– Business Process
Obtain CommitmentsPMBOK Guide Compliance
PMBOK ® Guide Framework
Project Management Process Groups.1. Initiation.2. Planning.3. Executing.4. Monitoring and controlling.5. Closing.
Project Management Knowledge Areas.1. Integration Management Ties it all together.
2. Scope Management.
3. Time Management.
4. Cost Management.
5. Quality Management.
6. Human Resource Management.
7. Communication Management.
8. Risk Management.
9. Procurement Management.
Across all organizations.
BA Roles
Tool capabilityGap Analysis
– What existing tools can do– What the customer needs– What needs to be developed
Complete Understanding of the Domain ModelsInterdependences among tools and IMARequirements
– Individual application capability– Mapping fields to Domain Models
Interdependencies– Incident becomes a Problem– Incident drives a change
Use CasesTesting requirements
USE Case Development
PM– Assemble all critical organizations– Coordinate Joint Development Meetings
BA– Provide State Diagrams– Document the USE Cases– Drive requirements / test plans based on use case
Domain Model Acceptance
PM– Coordinate with customer IMA owner– Business Rules / Business Requirements
• Scoring on RFC (Request for Change)• Interface with development
– Scale work for the business
BA– WSDL technical fit– Technical Rules– Interaction of all impacted systems
Development / Testing
PM– Control and execute
• Issue management
• Schedule upkeep
– Status, Report, Keep the execs informed
BA– Subject Matter Expert– Analysis of issues– Test owner
Implementation
PM – specialized customer implementation PM– Insure all organizations are aligned– Dependency on development capability– Juggle the time gaps
BA– Integrated end-to-end testing– Trouble shooting