itSMFJapan Presentation by Rob Stroud

Leverage UnderlyingValue at Minimum Cost – LeanIT Service Management
Robert E Stroud
Vice President Service Management
Service Management and Governance Evangelist CA, Inc.
Treasurer, itSMF International
International Vice President ISACAITGI
Robert.Stroud@ca.com

Abstract
In this economy, even less money, fewer resources, IT is being asked to respond the never ending list of changes to business requirements. The challenge for IT is to identify, quantify and consistently deliver appropriate level of service at the appropriate cost. This session will discuss what is "Lean IT" for the business, the role and value of CMS or CMDB, also discuss the value of CMS with the Service Operation process, and the way to leverage change management for effectiveness of service support.
Robert E Stroud – Robert.Stroud@ca.com - BLOG: www.ca.com/blogs/stroud

That “Alignment” Word
3
CIO Priorities, 2008 – CIO Magazine

Every Customer Matters. Every Dollar Counts.
A positive customer experience is your business lifeline.
IT is critical to delivering a positive customerexperience to drive revenue and growth.
4

Unknown Change
Configuration Mgr
Manage CI relationship information
Drive IT business value
Change Manager
Informed change decisions
Manage volume
Manage complexities
Service Level Mgr
Ensure satisfactory service levels
Help drive IT value
Service Desk
Fast incident resolution
Root cause forensics
Change priority recommendations
Consumers
Resources
Resources
Whiteboards
Spreadsheets &
Databases
Disks and File Folders
Customer Web site
Security
Policies
CRM
CoBIT Controls
Payroll
Employee Expenses
Security
Policies
Legal
ERP
System
Security
Policies
Marketing
Executive Planning
Mail Servers
Asset
Storage
Cluster
Engineering
Without insight, IT staff:
Are unaware of changes
Remain reactive to change impact
Cannot sufficiently perform their jobs
Repository
Unknown change:
Creates excessive business risks
Undermines IT credibility
Inhibits business performance
Producers

6
Forces of Change
Configuration Mgr
Manage CI relationship information
Enterprise-wide control
Change Manager
Manage volume
Manage complexities
Service Level Mgr
Help drive IT value
Service Desk
Consumers
Resources
Resources
Whiteboards
Spreadsheets &
Databases
Customer Web site
Security
Policies
CRM
CoBIT Controls
Payroll
Employee Expenses
Executive Planning
Security
Policies
Legal
ERP
System
Asset
Security
Policies
Marketing
Mail Servers
Engineering
Storage
Cluster
Change volumes:
Overwhelm staff
Create disjointed responses
Complicates RFC prioritization
Repository
Change complexities:
Creates change confusion
Difficult to control
Cause business disruptions
Producers

7
Configuration Mgr
Manage CI’s
Change Manager
Manage volume
Manage complexities
Service Level Mgr
Help drive IT value
Service Desk
Consumers
Inability to rapidly understand relationships
Difficult to relate IT components to essential business processes
Inconsistent categorization and means of representation
Data stored in disparate sources and multiple business areas
Customer Web site
Security
Policies
CRM
CoBIT Controls
Payroll
Employee Expenses
Executive Planning
Security
Policies
Legal
ERP
System
Asset
Security
Policies
Marketing
Mail Servers
Engineering
Storage
Cluster
Repository
Resources
Resources
Whiteboards
Spreadsheets or Office
Databases Mgmt Programs
Producers
Understanding IT Relationships

CMDBCMS
CMDBCMS
A database that contains all relevant details of each Configuration Item and details of the important relationship between Configuration Items
8

“Configuration Items - CI”
A component of an infrastructure that is (or is to be) under the control of Configuration Management.
CIs may vary widely in complexity, size and type, from an entire system to a single module or component.
9

Inventory Mangement
Focused mostly on the ability to track the assets in the environment and where they are located
Not necessarily focused on the configuration of the asset, just it’s make, model, type, location and how many there are in the environment

Asset Mangement
Managing the Financial and discovered IT Assets in the environment
Understanding the Contracts associated with an Asset
Maintenance
Purchasing
Lease
etc
Reconciliation between the Financial and Discovered world

12
Configuration Management
Focusing on the makeup of those items in the environment that IT needs to provide IT Services back to the business
Needs to understand the relationships between CIs in the environment
Providing a mechanism to understand Impact of Pending Changes or current outages
Assists in making Changes in the environment visible
Providing the ability to understand what CI Attributes are important and managing change to those attributes and the relationships between CIs
Supporting most of the ITIL Processes

The Major Difference is
Configuration Management is focused on making sure that the configuration of the important CIs in the environment are managed effectively to actively provide a higher level of service back to the business; whereas Asset Management and Inventory Mgmt is looking at all or most of the items in the environment

Configuration Management System
Presentation Layer
Integrated CMS
Information
Integration Layer
CMDB2
CMDB1
Data and Information
DML1
DML2
Knowledge Processing Layer
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The Configuration Management System
15

Next-generation Datacenter: Unparalleled customer experience on services, Efficiency

17
Scope of your CMDBCMS
Reconciliation
Federation
Discovery
CMDBCMS
Configuration Items
Security
People
Reporting
Change Mgmt
Visualization

Your Journey
Establishing appropriate sponsors and stakeholders
Establish appropriate sponsors and stakeholders.
Set Scope – short, medium and long term
Assign or hire a Configuration Manager
Build the Configuration Management Team
Define Goals and Milestones
Define the Configuration Process
Define Metrics to Measure Progress
CMDB!

Your Journey – why?
What are the objectives
Better Service Levels
Change Management with impact (or without)
Event and Fault Management escalation
Real Problem Management

Your Journey - Scenario Planning
Identifying an incident, finding the root cause and restoring the CI with a change
Handling a major incident
Handling an emergency change in production when a major release is imminent
Fixing an error late in the release cycle
Proactive problem management
Providing evidence that all changes in a release were implemented
Planning a technology refresh
Planning a business and technology change for a financial application
Patching all servers in a short time period
Analysing the CMS to identify opportunities for service improvement.

Your Journey – the business plan
Define Configuration management and benefits
Define best practices, governance, functional roles and stakeholders
Identify cultural hurdles to be addressed.
Identify a strategy to sell it to the business and the rest of IT
Develop a means to baseline your configuration “as is) determine which IT domains are more mature than others
Develop a plan to design a centralized view of configuration management data: CMDB
Coordinate with other process owners that integrate with configuration management

Your Journey - Continuous Improvement Model

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Your Journey CMDB Maturity Model
Agility
Flexibility

Implementation Roadmap
Each number represents the implementation phases. Phase 1 is completed first followed by 2, 3, 4 and 5.

Project Implementation Outline
Implement

Construct your CMS
Lifecycle Management process
Build supporting processes
Population
Training & Documentation
Measures and Metrics
Service Improvement Program

Project Review
Feasibility

ITIL Version
Project Team
CMDB/CMS knowledge
CMDB/CMS goals
Mission Statement
Value to Business
Governance
Supporting Best Practices
Build a business case

Design

Potential Problems
Asset
Inventory
Service Catalogue
Service Portfolio
Other Processes
Configuration Item Level
CI Relationships
CI Attributes
Service Model Blueprint

Resource

Select CMDB/CMS Solution
Plan the CMDB population
Select population tools
Calculate project ROI
Acquire Technologies

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Recommendations
Cross organizational alignment is a necessityto ensure that all domains have a vestedinterest in success.
Change and Configuration processes are a prerequisite for a successful CMDB.
Determine what data will be needed to represent a services view and ensure data integrity before implementing a CMDB.
Recognize that many vendors are going to use CMDB as a "lock-in" strategy, so select your"partners" carefully.
Remember that a CMDB is not an island.

Not he who begins but he who perseveres*
ITSM is a journey
Walk before you run!
Link business benefit to each step of the journey
Set expectations and communicate to your business partners
*Amerigo Vespucci - Italian Navy vessel motto

A final word - Benefits
Ensure business service performance and service availability
Proactive change management reduces risk of downtime
Simplified risk analysis through relationship understanding
Reduce operational costs
Proactive risk analysis avoids incidents
Effective root cause analysis speeds up incident resolution
Improve regulatory compliance
Changes are tightly controlled and managed
Full audit control through baselining and versioning

For More Information:
Robert E Stroud
Vice President Service Management Strategy CA, Inc.
ISACA/ITGI International Vice President
itSMF International Executive Board
Robert.Stroud@ca.com
+1 (631) 342 5827
BLOG: ca.com/blogs/stroud
ca.com/ITIL