get your best practices in order-itsm and your organization
DESCRIPTION
Choose the right solution within the ITSM Program Scope and dive deeper into ITIL, COBIT and TOGAF with this enlightening presentation. Consider challenges, critical success factors and risks as well.TRANSCRIPT
Get Your Best Practices in Order:
ITSM and Your Organization
Nasser El-Batal
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Presenter
Nasser El-Batal
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Trademarks & Recognitions
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Business Needs (Sample)
Enterprises are under constant pressure to:
- Identify and Deliver business outcome
- Achieve and sustain value creation & benefit realization over time
- Establish appropriate governance model & meet regulatory requirements
- Align & conform to major frameworks and standards
- Establish meaningful Business Relationship Model (BRM)
- Increase and improve
• Customer Satisfaction
• IT Efficiency & Effectiveness
• Stakeholders Communication
- Ensure business and IT collaboration
7 © Copyright Ahead Technology Inc. All rights reserved
ITSM Program
scope
Initiate
Pla
n
Execu
te
Monitor and Control
Close
Security Mgt
Control and Governance
Maturity
Architecture Financial Control
Service Lifecycle
Other
ITSM STD
QM STD
Choosing the right solution
8 © Copyright Ahead Technology Inc. All rights reserved
The variety of IT models, standards and best practices must be well understood in order to consider how they can be used together
COBIT
ISO/IEC20000 ISO27001/2
ITIL
Governance
WHAT HOW
SCOPE OF COVERAGE
Others
Understanding Frameworks Relationship & Scope
© 2007 IT Governance Institute. All rights reserved.
www.itgi.org
Enterprise Architecture
9 © Copyright Ahead Technology Inc. All rights reserved
Make Your Own Framework
ITIL – ISO/IEC20000
The over arching service management framework/standard
Service /process definition, design, transition, implementation and on-going improvement
COBIT as the IT Governance and Controls framework
Business goals cascading IT goals and IT processes
Risk Management
TOGAF
Business Reference Model (BRM).
Enterprise Architecture framework and related domains and components (Business, Information, Application, and Technology), ADM, Content Framework.
ACMM (Architecture Capability), OSIMM (Business Model), AICPA/CICA PMM GAPP (Privacy); etc…
10 © Copyright Ahead Technology Inc. All rights reserved
TOGAF and Other Management Frameworks
TOGAF
11 © Copyright Ahead Technology Inc. All rights reserved
TOGAF and Other Management Frameworks
Architecture
Domains,
Development,
Stakeholders’
Management
Guidelines,
Principles,
Baselines,
Targets,
Gaps,
Roadmaps
Risks Mgt,
RACI
Financial
Management
Business and/or
ITIL–Srv Strategy
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ITIL
Financial Mgt.
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
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Structure your Program (sample)
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Goal-Based processes priorities (Sample)
The following Goals Cascade assumes the adherence to the following Business Goals
- Optimization of business process functionality.
• Strengthen the internal processes and process delivery of service provider as an organization until they are prepared to deliver value and effectiveness.
- Customer oriented service culture.
• Evolve a service catalogue and portfolio into services that are clarified, supported and advertised to the stakeholders and customers. Refine and perfect the model for how those services are delivered by service provider and measure how well they are received.
- Stakeholder value of business investments. • Manage and refine the ‘value’ of Service Provider’s services and
the organization.
• Apply every method possible to improve benefits while balancing cost.
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Benefits of ITSM Implementation Against CMMi
PROCESS MATURITY
Initial (0-0.99)
Defined (2-2.99)
Managed (3-3.99)
Optimized (4-5.00)
Repeatable (1-1.99)
Best practices are followed and automated
Processes are aligned with business objectives
Processes are optimized toward customer service
Continuous improvement
Well-documented overall tool architecture with complete integration in all areas of people, process, and technology
Loosely defined roles
and responsibilities
Processes are
irregular,
undefined, and used
reactively
Manual processes or a
few specific discrete
tools
(pockets/islands)
No internal resources
are allocated to lead
process maturity
effort
Roles and
responsibilities are
assigned
Processes follow a
regular pattern and
are capable of being
repeated
Many discrete tools,
but a lack of central
control
Data stored in
separate locations
Clearly defined and
agreed roles and
responsibilities
Formal ITIL training
plan and schedule
Processes are
documented and
communicated
Consolidated data
retained and used
for trending and
forecasting
Inter and intra process teamwork
Quality-based performance incentives
Processes are monitored and measured
Info is produced from processes to support management decisions.
Integrated toolsets, databases, and processes
Level 2
Level 1
Level 3
Level 4
Level 5 Note:
• Focus on ‘improvements’
• Implementation will focus on control.
• Process design should be ‘integrated’.
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Assessment Results (Sample)
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Assessment Overview (Sample)
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High Level Roadmap (Sample)
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Establish an Enterprise Architecture Framework to guide, inform and accelerate Service Management projects and initiatives.
Develop a governance model for managing the Enterprise Architecture with corresponding RACI charts and an Enterprise Architecture Compliance model.
Formalizing the Service Management Plan & roadmap as part of the first steps in implementing a service management culture.
Build an ITSM Business Relationship Management framework.
Adopt and refine a service delivery model for shared services.
Define, select and implement an integrated IT Service Management tool.
Modify job descriptions to match changes to roles as an effect of introducing the new governance models.
Train staff in the industry frameworks and new/changed processes.
Introduce a Continual Service Improvement program across Service provider’s organization
Recommendations (Sample)
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Important Considerations to the Approach
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Establish Organizational Governance Structure
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Use Project Management Framework
Project Management provides the method, tools and techniques to plan, realize and deliver new or updated initiatives and improvement projects
The discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives in terms of quality, cost and time
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Follow Continual Service Improvement approach
Produce meaningful measurements & metrics.
Monitor and review
Initiate service & process improvement initiatives Develop plans, schedule and allocate resources
Based on realistic measurable targets.
Consider constraints – Time, Money and Resources
Current state baselines, capability & maturity.
Compare with best practice, legislation, policy, etc.
In line with business vision, goals & objectives
What is the ITSM Vision? 1
How do we confirm milestones have been reached?
How do we get where
we want to be?
Where do we want to be?
Where are we now? 2
3
4
5
Crown Copyright 2007. Reproduced under license from OGC
How do we
keep the momentum
going?
6 Communicate and recognize good
work. Foster a service
management culture Ongoing CSI
1-6 months
1-3 years
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Be aware of Implementation Impact Areas
Implementation has an impact on many parts of the IT organization
Process re-engineering changes everything…
Crown Copyright 2007. Reproduced under license from OGC
PROCESS
PEOPLE MANAGEMENT
TECHNOLOGY
• Single Point of Accountability
• Logical Group of Activities
• Cross Departmental
• Defined Procedures
• Repeatable, Consistent
• Global Standards
• Enhanced Skills
• Multi-Functional Teams
• Values/Beliefs
• Cultural Biases
• Training
• Career Development
• Mgmt. Commitment
• Mgmt. Participation
• Compensation / Rewards
• Values / Beliefs
• Coaching / Enabler
• Career Opportunities
• Organizational Design
• Teamwork Enabled
• Service Management Tools
• Integrated Data Sharing
• Knowledge Management
• Management Information
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Challenges, Critical Success
Factors and Risks
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Critical Success Factors
Understand Business and IT strategy and goals
Securing Management commitment and Involvement
Understand your stakeholders, their impact and view points
Establish your Business Case
Ensure sufficient program funding
Allocate knowledgeable resources at the right level with proper RACI R&R mapping
Identify the program road map and CSFs
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Critical Success Factors
Ensure Program Owner/Champion, Service Owner and Business Relationship Managers roles are in place
Adoption, definition and design relevant ITSM processes
Have the right tools to support your program
Establish a knowledge transfer program
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Challenges / Risks
Working under pressure and in reactive mode will impact your benefit realization
Managing behavioral and cultural change
Lack of understanding of the roles and responsibilities – bad RACI
Inadequate resources, budget and time
Lack of information, monitoring and measurements to understand current status
Inappropriate tools and technologies
Unstructured implementation approach, even though we have a plan!!
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Challenges / Risks
Mis-understanding business strategy and/or requirement
Lack of understanding how ITSM enables and supports business services and processes
Over-ambitious goals
“Tool” approach to Implementing ITSM
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TOGAF® 9.1
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The Open Group Architecture Framework
(TOGAF) is an important enabler and a framework
for delivering Enterprise Architecture
TOGAF consists of a framework for categorizing
what you need to capture about the enterprise
and a definitive and proven step-by-step method,
called the Architecture Development Method
(ADM), for developing, implementing, and
maintaining the enterprise architecture.
What is TOGAF®?
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TOGAF Architecture Domains
Enterprise Architecture Perspectives - Business architecture
• Describes the processes the business uses to meet its goals. It
links strategy formulation to strategy implementation.
- Application architecture • Describes how specific applications are designed and how they
interact with each other.
- Data architecture • Describes the enterprise's logical and physical data resources and
how the data is managed.
- Technical architecture • Describes the hardware and software infrastructure that supports
the business processes, applications, and their interactions.
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TOGAF 9.1 - The Big Picture
TOGAF Enterprise Continuum & Tools
TOGAF ADM & Content Framework
TOGAF Capability Framework
Part II Architecture Development Method
Part VII Architecture Capability Framework
Part V Enterprise Continuum & Tools
Part III ADM Guidelines & Techniques
Part IVArchitecture
Content Framework
Part VI TOGAF Reference Models
Bu
sin
ess V
isio
n a
nd
Dri
vers
Bu
sin
ess C
ap
ab
ilit
ies
Informs the Business
of the current state
Ensures Realization
of Business Vision
Informs the
capability
Refines
Understanding
Business needs
need into method
Delivers new
business solutions
Operational changes
cause updates
Sets targets,
KPIs, budgets for architecture roles
Drives need
for Architecture Capability Maturity
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TOGAF 9.1 Components
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The Heart of TOGAF (the ADM Process)
The Architecture Development
Method.
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Capability-Based Planning (Increments & Dimensions)
Capability
Capability Increment Capability Increment Capability Increment
People Dimension
Individual Training
Collective Training
Professional
Development
Process Dimension
Concepts
Business Processes
Information Management
Material Dimension
Infrastructure
Information Technology
Equipment
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Using ADM for Capability-Based Planning
Capability
(outcome-oriented)
Capability Increment Capability Increment Capability Increment
Building Blocks
(Deliverables)
Corporate Strategic Plan
Business Transformation
Goals and Objective
Manages & Creates
Consists of
Designates
Architecture
Vision
(Phase A)
Basis
for Corporate Project
Portfolios
Architecture
Definition
(Phase B, C, D)
Work
Packages Corporate Project
(across Portfolios)
Transition
Architecture
(Phase E, F)
Corporate Project
Increments
(across Portfolios)
Architecture
and Solution
Building Blocks
Basis
for Capability Increment
Solutions
Work
Packages
Basis
for
Basis
for
All deliver
Broken
down into
Consist of
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EA - Stand-alone or Complementary
Zachman Framework
Federal Enterprise Architecture Framework
Other Frameworks
Support or
Guidance
DoD Architecture Framework
TOGAF 9.1
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ITIL®
Service Lifecycle
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What is ITIL®
The most widely accepted Framework of IT service management in the world.
Provides a cohesive set of best practice, drawn from the public and private sectors internationally.
Supported by a comprehensive qualifications scheme, accredited training organizations, and implementation and assessment tools – (Cabinet Office).
Provides a set of guidance for defining, strategizing, designing, transitioning and implementing integrated set of phases and processes covering the entire ITSM service lifecycle.
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ITIL® Service Lifecycle (Core Guidance)
ST BTI
Controls
ELS
CSI Improve
KPIs
Metrics
SO Delivery
D2D Mgt
SD STAMP
PPPP
SS Vision
Outcome
Value
Serv.
Desk
Tech.
Mgt
Ops.
Mgt
App.
Mgt
Chartered
Service
Service
Design
Package
Early
Life
Support Performance
Reports
Service
Improvement
Plan
Service Lifecycle
Phases
Functional
Groups
Pro
cesses
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ITIL® Service Lifecycle – Big Picture
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COBIT® 5
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What is COBIT?
Control Objectives for Information and Related
Technology (COBIT) is a framework created by
ISACA for information technology (IT)
management and IT governance.
It is a supporting toolset that allows managers to
bridge the gap between control requirements,
technical issues and business risks.
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COBIT 5 Principles
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Principle 1: Meeting Stakeholder Needs
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Principle 2: Covering the Enterprise End–to–End
Governance Enablers
comprising:
• The organizational
resources for governance
• The enterprise’s
resources
• A lack of resources or
enablers may affect the
ability of the enterprise to
create value
Governance Scope
comprising
• The whole enterprise
• An entity, a tangible
or intangible asset,
etc.
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Principle 3: Applying a Single Integrated Framework
Enablers provide
structure to the
COBIT 5
knowledge base
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Principle 4: Enabling a Holistic Approach
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Principle 5 - Governance and Management Defined
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Governance ensures that stakeholder needs, conditions and options are:
- Evaluated to determine balanced, agreed-on enterprise objectives to be achieved
- Setting direction through prioritization and decision making
- Monitoring performance, compliance and progress against agreed direction and objectives (EDM)
Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives (PBRM)
Principle 5: Separating Governance from Management
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COBIT 5 Process Reference Model
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Skills Framework Certification Programs
Consult your Global Knowledge Representative
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Thank You.
Questions!?