ca world 2010 - leveraging cloud computing to build a lean change management process

leveraging cloud computing to build a lean change management process

session # VC107SN change, configuration, and release management

abstract

– Cloud computing is one of the newest approaches for IT to deliver value to business. Using architectural models like Software as a Service, Platform as a Service, and Infrastructure as a Service, the IT organization is much more capable of supporting an agile approach to building services and accelerate the ability for a company to meet market requirements while managing costs. To take advantage of Cloud computing, however, requires the IT organization to migrate services. The process of migration provides the opportunity to streamline the Change process and leverage Lean principles to better align the technology, economic, and financial models of delivering services. This presentation will identify an approach to change management • Focuses on Lean principals and Continuous Improvement • Migrates services from standard Data Center to Cloud • Audit and Verification of delivered services

2 May 13, 2015 [Enter presentation title in footer] Copyright © 2007 CA

Agenda

– Thinking Lean

‐ Meeting the Business Challenge

– Change Management

‐ Meeting the Process Challenge

– Cloud Computing

‐ Meeting the Delivery Challenge

– CA’s Cloud Computing

Enterprise

– Conclusions

3 Copyright CA, Inc. IT Financial Management and Cost Recovery CA World 2010

thinking lean - meeting the business challenge

introduction thinking lean – thinking change

– moving IT closer to business

‐ business orientation

‐ IT as a strategic weapon

‐ managing IT as investments

– collaborative-self managed teams

‐ development of Partnerships

‐ politics & Organizations (flattened, federated)

– architecture as a competitive platform

‐ advanced technologies, new delivery types

‐ timing and adoption as critical as channel

introduction thinking cloud

– Supporting business agility

‐ Elasticity and the ability to scale

‐ Application programming interfaces

‐ Security and risk management

– Reducing capital expenditures ‐ Self-service (automated) provisioning

‐ Performance monitoring and measuring

‐ Pay as you go

Cloud Computing is a business and economic model

6 Copyright CA, Inc. IT Financial Management and Cost Recovery CA World 2010

deliver incremental value

– Deliver value every 3 to 6 months

– Prove iterative approach works

– Small changes build big ones

– Processes don’t get results – people do

– Alignment as a Process

‐ Realizing value – effective deployment of capital

‐ Serving the business – focused funding and execution on marketplace

‐ Running efficiently – focus on innovation, not operations

‐ Securing the future – focus on enterprise needs, not building apps

key competencies - & sobering statistics

– Financial Mgmt

‐ Project & Program Mgmt

– Service Level Mgmt

‐ Incident & Problem Mgmt

‐ Change & Configuration Mgmt

‐ Event Mgmt

– Architectural Mgmt

‐ Performance Mgmt

‐ Security Mgmt

– Organizational Mgmt

– Only 5 to 10 percent of companies

hold their business leaders

accountable for realizing value

– More than 45% of business leaders

admit that they want it all right

now regardless of ROI

– About 61 percent of companies

operate on a mishmash of

technology that is difficult to

understand and change and

expensive to operate

change management - meeting the process challenge

relationships – aligning meaning and execution

– Planning -- working to define and facilitate IT governance

‐ Key governance boards demand mgmt, architecture, project mgmt, service mgmt, risk mgmt)

– Building – develops new applications and maintains the existing application portfolio

‐ Project sequence, resourcing, and delivery

– Running – engineers and operates the infrastructure technology

‐ Meet quality goals and change management requirements

strategic positioning through architecture

– Collaborate strategic tactical planning

‐ Expand strategic impact and expand options

‐ Demonstrate linkage between projects and strategy

‐ Identify contribution to value, agility, cost, and growth

– Architecture support for end-to-end processes,

information, data, application, and technologies

‐ Focus on “clean as you go” lead by the “to-be”

architecture and align to operating model

‐ Reduce the amount of variations and simplify

IT = TI (Technology Investment)

– Demand Management ‐ Strategic Planning: provides the prioritization context

‐ Portfolio Management: translates strategy into targets

‐ Decision Rights: ensure responsible IT decision making

‐ Financial Planning: determines funding available

‐ Prioritization: funding decisions (rights and criteria)

‐ Value Management: realization of tangible value

– Tactical Objectives ‐ Manage initiative risk

‐ Delivery value

‐ Scope small projects

‐ Support current operations

‐ Progress towards strategic goals

deliver IT quickly and with quality

– Creativity and innovation are difficult to do (not easy to forecast)

– Projects that fail are generally characterized by overly aggressive, unclear, and changing aspiration, and lengthy timelines

– If the relationship with IT is out of balance, IT tends to create short-term standalone solutions

– Define clear business objectives and secure sufficient involvement by business subject matter experts

– Mgmt underestimates how difficult it is to define and adopt new ways of working

– Translate purpose into success metrics, including operational process measures and system adoption

deliver IT quickly and with quality (cont)

– Companies with highly digitized and standardized business processes and platforms have higher levels of agility

– Project success declines dramatically as project size increases

– Fast projects are more successful than slow projects

– Use time as an input rather than an output

– Simplifying the process of defining requirements – deliver near-term value

– Bring the future forward by getting tools into hands of people as quickly as possible

– Use value metrics throughout the project to maintain focus on the endgame

leverage cost-efficient approaches

– Technology as the “change” management process

‐ Testing is performed by the project team

‐ Compliance is built into technology during development

‐ Service levels are a measure of the performance

– Reducing Lights-On costs ‐ Retiring, consolidating, and modernizing technology

‐ Reducing consumption

‐ Increasing utilization

‐ Delaying purchases

‐ Streamlining processes

‐ Automating manual activities

navigating the IT bureaucracy

– IT needs to focus on ‐ Existing IT complexity

‐ Promote enterprise interests

‐ Lack of resources

– IT Costs and services are not likely to improve significantly until business people change their habits

– Focus relentlessly on defining the company’s target operating model and ensure that the necessary capabilities are encoded within a digitized platform

– Give up the fantasy that IT will innovate for you

– Run experiments, not projects

– Invest a business case that is deterministic, not probabilistic, in terms of outcomes

from good to great - democratizing innovation

– Think “Capacity” to innovate

‐ Lightweight governance

‐ Digitized platform

‐ Enterprise coherence

‐ Managed introduction to change

– Key features of democratizing innovation

‐ From direct to indirect control

‐ From servicing to coaching

‐ From providing point solutions to providing enabling tools

‐ From managing fixed assets to managing variable on demand services

thinking lean – an IT journey

– Adopt “tight but loose”

– Encourage “connect and collaborate”

– Make IT self-sufficiency a goal

– Support continuous innovation

– Don’t Let “Lights-On” be the bottleneck

– Feedback is useless unless you understand it, own it, and act on it

– REMEMBER

‐ By design or by default – companies have the IT capability they’ve paid for

‐ The IT Organization as a whole, reflects an organization’s understanding and

aspirations for IT

18 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

cloud computing - meeting the delivery challenge

strategic focus

– Risk Assessment

– Interdepartmental Communication

– Coordinated Operational Planning

– Coordinated Strategic Planning

– Managed Portfolio

tactical focus

Benefit Management

– Cost Reduction

– Network Management

– Innovation and Agility

– Expandability (Capacity)

– Change Adoption

Risk Management

– Cost Management

– Security Management

– Policy Controls

– Open Architecture

– Compliance Management

– Service Level Management

operational focus

– Platform Mgmt

– Image Mgmt

– Job/Workload Mgmt

– Performance Mgmt

– Integrated Monitoring

– Continuity Mgmt

– Session Mgmt

– Security Mgmt

– Billing Mgmt

– Infrastructure Mgmt

– Asset Mgmt

– Risk Mgmt

– Process Orchestration

– Exception Management

– Persistence Mgmt

build a lean change process

Competencies

– Financial Mgmt

– Service Level Management

– Architecture Mgmt

– Project & Portfolio Mgmt

– Change & Release Mgmt

– Infrastructure Mgmt

– Job Management

– Security Mgmt

– Incident & Problem Mgmt

Core (Non-Cloud) Technologies

– Service Desk Manager

– Service Catalog / Service Accounting

– IT Asset Manager

– Clarity Project & Portfolio Mgr

– Spectrum Service Assurance

– Spectrum Infrastructure Mgr

– Virtual Performance Mgr

– IT Process Automation Manager / Catalyst

– Job Management

– Site Minder

23 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

cloud connected enterprise (CCE) smart business optimization (SBO) suite

lean IT – a cloud perspective - driven by “business” through “change”

The Need

CEOs need IT to enable competitive

advantage through rapid innovation.

Cloud computing raises expectations

among the CIO’s business partners in

terms of well defined business outcomes

(clear), total cost (low) and quality (high).

CIOs must drive increased capabilities in

innovation, operational excellence and

velocity by orchestrating the best of both

internal and external cloud computing

services.

CIOs need to have visibility into what may

be possible and to what they don’t know

The Requirements

Visibility & understanding of services (with defined capabilities) in business terms (Security, Quality, Cost, Agility, Risk) with ability to transparently compare and contrast.

Ability for IT delivery to respond quickly to business decisions using internal, external and hybrid services.

The IT services supply chain must become agile, dynamic and adaptive.

The ability to leverage company & industry/community market intelligence and best practice to continuously optimize IT’s delivery of business services.

A way to lead this transformation, blending internal core competencies with external services…

CIO

cloud connected enterprise: what is it?

– Enterprises require “end to end” services which are:

‐ Accounted/paid as consumed

‐ Rapidly deployed with minimal effort

‐ Provisioned as needed following actual consumption

“the cloud”

– End to End Service Delivery & cloud computing

‐ Location: datacenter, internal cloud, external cloud, hybrid

‐ Source: private cloud / public cloud

‐ Model: IaaS, PaaS, SaaS, BaaS

A cloud based service delivery requires new concepts to govern, manage and secure the evolving cloud connected IT enterprise

CA’s cloud solutions

Insight Drive optimal service portfolio

sourcing decisions

Enable Migrate and maintain applications in

new delivery mechanisms, e.g. cloud, hybrid cloud

Optimize Dynamically align application workload

and compute resources in optimal fashion

Virtualization

Products

Security

Mgmt

Assurance

Suite

Manage and

secure virtualized resources

Cloud Commons

Store

Market Data

Benchmarks

Community

Virtual Automation

Virtual Assurance

Virtual Configuration

Virtual Recovery

Virtual Security

The

“SBO”

Suite

Spec Auto Manager

Supply Chain

style Cloud

Management

Tools

Orchestrate Process, integration and workflow

service measurement index (SIM) characteristics

conclusions

new management models - leveraging the cloud

– Distributed co-creation

– Using consumers as innovators

– Tapping into a world of talent

– Extracting more value from interactions

– Expanding the frontiers of automation

– Putting more science into management

– Unbundling production from delivery

– Making business from information

new architecture models - leveraging the cloud

– Business Process Management

‐ Process analysis, strategy, design, deployment, execution, operations,

analysis, and optimization

– Services-oriented architecture (SOA)

– Composite application development

– Master data management

– Unified communications

– Virtual IT infrastructure

q&a

please complete a session evaluation form

– The number for this session is VC107SN

– After completing your session evaluation form, place it in the

basket at the back of the room

33 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

thank you

terms of this presentation

This presentation was based on current information and resource allocations as of May 14, 2010 and is subject to change or

withdrawal by CA at any time without notice. Notwithstanding anything in this presentation to the contrary, this presentation shall

not serve to (i) affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or

services agreement relating to any CA software product; or (ii) amend any product documentation or specifications for any CA

software product. The development, release and timing of any features or functionality described in this presentation remain at

CA’s sole discretion. Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA

product release referenced in this presentation, CA will make such release available (i) for sale to new licensees of such product;

and (ii) to existing licensees of such product on a when and if-available basis as part of CA maintenance and support, and in the

form of a regularly scheduled major product release. Such releases may be made available to current licensees of such product

who are current subscribers to CA maintenance and support on a when and if-available basis. In the event of a conflict between

the terms of this paragraph and any other information contained in this presentation, the terms of this paragraph shall govern.

35 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

for information purposes only

Certain information in this presentation may outline CA’s general product direction. All information in this presentation is for your

informational purposes only and may not be incorporated into any contract. CA assumes no responsibility for the accuracy or

completeness of the information. To the extent permitted by applicable law, CA provides this document “as is” without warranty

of any kind, including without limitation, any implied warranties or merchantability, fitness for a particular purpose, or non-

infringement. In no event will CA be liable for any loss or damage, direct or indirect, from the use of this document, including,

without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly advised of the

possibility of such damages.

36 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.