case study development of share point service business architecture 2010 08-05 v3.1a
DESCRIPTION
Case study using SharePoint for IT Service Management --presented in San Diego 2010TRANSCRIPT
San Diego
February 28
Satory GlobalResults: the foundation for your investment…
Case Study:
Development of SharePoint Service
Business Architecture
Authors: Brian K. Seitz
Version: 3.1a
Audience: SharePoint Saturday San Diego
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Audience
Business management
Business staff
Senior IT management
Senior IT technical staff
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Purpose
Identify the elements for successful SharePoint services
organizations
Project insights from transitioning to an I.T. service focus
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Take-a-ways
Long term success is by design not accident
Key architectural components define successful business
architecture
Communicate, Communicate, Communicate
Service Definition
Case Situation
Lessons Learned
Service Business Model
Implementation
Next Steps
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Agenda
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Services are not applications
Services provide:
Business results vs. activities
IT applications with other elements are bundled together
to accomplish business outcomes
Service Definition
Service Definition
Case Situation
Lessons Learned
Service Business Model
Implementation
Next Steps
Satory Global, LLC
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Federal organization had initiated
a move to a service-based orientation
Infrastructure and application stand-up
– migration from shares to shared services goal
– Staff assembled from multiple vendors
– IT organization recently assembled
from multiple departmental systems
– Communications within IT organization fragmented
Organic growth of internal market
– Client organization recently assembled
from various government components
– Communications between IT organization and clients
minimal and disjointed
Case History
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Situation
Department was reorganized after 2000
IT was decentralized among its components
and exploited previous generation technologies
Security was and continues to be of paramount concern
Projects are technology-procurement
and installation- oriented
Technology installation, customization, and operation
are divided among multiple competing vendors
Technology acceptance and growth has been organic
Position
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Switching to a services-based orientation
has been problematic
Adoption of technology spotty
Provisioning of services problematic
Utilization and growth puzzling to IT management and staff
Increased demand for support
despite environmental lockdown to protect stability
Disenchantment of user community with services
User community asking for permission
to develop their own solutions to speed delivery
Outcome
Service Definition
Case Situation
Lessons Learned
Service Business Model
Implementation
Next Steps
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What did we learn?
A clear vision is needed
to coordinate the efforts towards a service orientation
A framework for service structure
gives context and guidance for success
Iterative maturity improvement cycles
yield the best results
Lessons Learned
Service Definition
Case Situation
Lessons Learned
Service Business Model
Implementation
Next Steps
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Satory Global, LLC
Effective business models
integrate strategy through technology
to accomplish a organization’s objectives
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Service Business Model Framework
Strategy
Governance
Process
Application
Infrastructure
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Strategy
Governance
Process
Application
Infrastructure
Current efforts that are yielding improvements
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Business Model Fulfillment
Strategy
• ITIL Service Strategy
•CMMI
Information Architecture
•Ontology
•Page Taxonomy
•Site Taxonomy
•Meta Data Taxonomy
Process
•Self- Assessment
•Service Level Packages
Applications
•Service Management site
•PMO Site – Service Design Management
•CCB Site – Demand Management
•CONOPS site – Service Strategy Management
Infrastructure Maturity
•Cost Model
•Configuration Management
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Strategy and governance are more than
markets and permission levels
Initial questions:
Who is to be served?
What do they need?
What is required to fulfill their needs?
What is allowed?
What is the delta between?
Decision-making questions:
Who makes the decisions?
What are the processes used to make and execute decisions?
Strategy and Governance Questions
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ITIL provides a vendor-neutral model
for service management
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ITIL V3.0
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Iterative efforts to improve maturity
yield more effective results
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CMMI Maturity Model
•Focus on process improvementLevel 5 Optimizing
•Process measured and controlled Level 4 Qualitatively
Managed
•Process characterized for organization and is proactive
•Projects take their processes from organization’s standardLevel 3 Defined
•Process is characterized for projects and is often reactiveLevel 2 Managed
•Process unpredictable, poorly controlled and reactive Level 1 Initial
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Information architecture is more than just an IT concern
Ontology requires a joint effort
between business and IT
Multiple taxonomies are common,
even within an organization– Organizational
– Functional
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Information Architecture
• “How information is stored is almost never how it is searched for or retrieved”
• Enterprise Architect's Notebook , Brian K Seitz, 1986
Seitz’s Law of Knowledge Management
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Ontology ……
Ontologies are definitions of objects
Meta Data (tags)
are one of may ways to enable ontologies
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Ontology Management
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Different ontologies for different needs
Vendor Supplied:
– EXCEL, WORD, POWERPOINT, ACCESS
– Indicates the software used to manipulate but gives not indication of usage
or content
Technology
– Spreadsheet, Text Document, Slide Presentation, Database, Form, Flowchart
– Indicates usage but not software to manipulate or content
Business Defined:
– Business Forecast, Annual Report, Sales Presentation, Inventory, Requisition
form, Procurement Process
– Indicates contents that End Users are concern with but does not indicate
usage or software needed to use.
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OCIO Central Ontology
Project Management
(PMO)
Solution Content (Dev.)
Process Guidance
(CONOPS)
Customer Relationship
(Service Mgt.)
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The design of services is captured
in a service catalog
Service catalog should address the business needs of
clients, not the definitions of the technology or providers
Provides the link between business and technology
Service catalog should contain:
– Service identify
– Description of service and benefits (value proposition)
– Service owner
– Support elements
– Instruction to order or engage service
Service Catalog
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Communicating the vision
is as important as the vision itself
Marketplace communications
Governance
Service performance
Communications Program
Service Definition
Case Situation
Lessons Learned
Service Business Model
Implementation
Next Steps
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Satory Global, LLC
SharePoint is an enabling technology for service
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End User
Service Site
• CMDB
• KB
• Services
Catalog
Services
Admin Site
Service
Provider
Admin Site
End User
Service
Admin Site
Service Management Portal
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Service management portal
provides outward facing order management
and inward facing configuration management
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Service Management Portal
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Service Level Package
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Service Package Definition
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Concept of Operations Library (CONOPS) provides the standards
of operation for the service
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Governance Library
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CONOPS monitors the maturity of processes used to deliver
services
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Service Process Maturity
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Configuration Management
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Topology management is still a necessity with self service site
creation
Site Topology Management
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Project Management site provide visibility to service design and
fulfillment activities
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Project Management Site
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Configuration Management of application development content
provides improved maintenance and support
33
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SDLC Content Management
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Supporting knowledge is managed centrally and visualized
throughout the site for customer, operations and development
34
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Support Knowledge Base
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SharePoint Central provides a one-stop outreach for customers
looking for SharePoint services information
35
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SharePoint Central
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SharePoint Central provides self-service for questions
36
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SharePoint Central Knowledge Base
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SharePoint Central provides an online catalog of site solutions
customers can obtain
37
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Site Catalog
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SharePoint Central provides an online catalog of application
solutions customers can obtain
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Tools Catalog
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SharePoint Central provides self-service help for end-users
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Self-Service Help
Service Definition
Case Situation
Lessons Learned
Service Business Model
Implementation
Next Steps
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Satory Global, LLC
First came the request for service, then the
question how you manage it
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Demand Management
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Service Request
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Profiling requests enables more accurate
demand management
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Lifecycle Risk Assessment
Service Request, Categorization,
and Cost Estimation
Data and Environment Security
Categorization
Request Profiling
Capacity Profiling
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Benchmarking processes used to deliver the
services can provide an accurate cost baseline
Cost Baseline
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Data Security is a forethought, when tools
make it easy
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FISMA Data Quick Test Classification
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Capacity Planning starts with each new
request
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Capacity Profiling
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SDLC Risk Management
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Solution Characterization System Components Unit Test Integration Test System Test
Separate site collection Yes 0.016 0.01 0.006
Site Template Modified 0.008 0.005 0.003
Custom Code Yes 0.128 0.08 0.048
Network Integration with code 0.128 0.128 0.048
External Application Linkage (Database, etc.) Update and /or Manipulation 0.128 0.128 0.048
Product Deployment Risk after passage
in Test Environment 41% 35% 15%
Solution Development Risk Assessment
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Portfolio Management is about balancing
multiple priorities
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Portfolio Management
Benefit Characterization Prioritization Selection
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Capacity Planning
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Capacity Planning
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Success is achieved through more than
applications and infrastructure
Clear vision
Well designed structure
Clear understanding of governance
Rapid implementation cycles
Communication of all these elements
Summary
Strategy
Governance
Process
Application
Infrastructure
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Company Info / Speaker Bio
Satory Global, LLC
Management and technology consulting company
Solving business issues through strategic application
of technology
Growing SharePoint practice
www.Satory.com
Speaker: Brian K Seitz
Business Architect/Management Consultant, Satory Global LLC
Former Enterprise Architect, Microsoft I.T.
Former BPR Consultant, IBM
Senior CAD Industry Analyst, Cyon Research