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Business and ITSM on the same page at last! ITIL, TOGAF and COBIT working together
- 2. 2© Copyright Ahead Technology Inc. All rights reserved
The Speaker
Nasser El-Batal
- President and CEO of Ahead Technology Inc.
- Ex-Member of the APMG ITIL® sub-advisory group
- Member of the Open Group and itSMF
- ITSM Strategic Management Consultant
- Certified ISO/IEC 20000 Consultant / auditor
- Accredited instructor with worldwide experience
• ITIL, TOGAF, COBIT, ISO20000, …
- 24 years experience in different facets of the IT industry
• Contact information
• Nasser.El-Batal@ahead-technology.com
• Office (888) 922 0022
• Cell (613) 265 2750
- 3. 3© Copyright Ahead Technology Inc. All rights reserved
Intellectual Property Notice
This presentation is Ahead Technology’s Intellectual Property and is
protected under international copyright laws, unless otherwise specified
Without the express written consent of Ahead Technology Inc.,
this material may not, in whole or in part, be used, translated,
reduced to any electronic medium or machine-readable form,
or paper copy, or reproduced in any manner whatsoever
ITIL® is a Registered Trademark of the Cabinet Office.
ISO/IEC 20000® is a Registered trade mark of itSMFi.
CobiT® is owned by and a Registered trademark of ISACA.
PMBOK™ is a trademark of PMI.
TOGAF® is a Registered of the Open group.
CMMi is Registered trademark of SEI
Ahead Technology is licensed to use and reproduce the information
in this presentation as per our license agreements with the
appropriate governing bodies.
- 4. 4© Copyright Ahead Technology Inc. All rights reserved
ITSM
Generic view
ITSM
Generic view
- 5. 5© Copyright Ahead Technology Inc. All rights reserved
Business Needs
Enterprises are under constant pressure
to:
- Achieve and sustain value creation over time
- Improve the relation between business and IT
- Establish appropriate governance model
- Align with major frameworks and standards
- Increase benefits realization through effective and
innovative use of enterprise IT
• Generate business value from new enterprise
investments with a supporting IT investment
• Achieve operational excellence through application of
technology
- 6. 6© Copyright Ahead Technology Inc. All rights reserved
Business Needs (Continued)
- Establish business relationship management
process and framework
- Maintain IT related risk at an acceptable level
- Control cost of IT services and technology
- Ensure business and IT collaboration, leading to
business user satisfaction with IT engagement and
services
- Comply with ever increasing relevant laws, audits,
regulations and policies
- Increase Customer Satisfaction
- Improve Effectiveness of Services (Benefits
Realization)
- 7. 7© Copyright Ahead Technology Inc. All rights reserved
- Improve Efficiency of Services (increased
productivity and/or reduction in expenditures)
- Improved Communication between internal and
external stakeholders
- End to end traceability and visibility
- Human resource development
- Adopt continual service improvement culture and
process
Business Needs (Continued)
- 8. 8© Copyright Ahead Technology Inc. All rights reserved
COBIT
ISO
19770
CM
M
I
TOGAF
ISO
27001
Others….
ITIL
SOX
ISO/IEC 20000
ISO
9001
ITSM
Program
scope
Initiate
Plan
Execute
Monitor and
Control
Close
Security
Mgt
Control and
Governance
Maturity
ArchitectureFinancial
Control
Service
Lifecycle
Other
ITSM
STD
QM STD
Choosing the right solution
- 9. 9© 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/IEC20000ISO27001/2
ITIL
Governance
WHAT HOW
SCOPE OF COVERAGE
Others
Relationship & Scope
© 2007 IT Governance Institute. All rights reserved.
www.itgi.org
Enterprise Architecture
- 11. 11© Copyright Ahead Technology Inc. All rights reserved
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®?
- 12. 12© Copyright Ahead Technology Inc. All rights reserved
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.
- 13. 13© Copyright Ahead Technology Inc. All rights reserved
TOGAF 9.1 Sections
Part I - Introduction
Part II – Architecture Development Method
Part III – ADM Guidelines and Techniques
Part IV – Architecture Content Framework
Part V – Enterprise Continuum and Tools
Part VI – TOGAF Reference Models
Part VII – Architecture Capability Framework
Preface, Executive Overview, Core Concepts, Definitions and Release Notes
Introduction to ADM
ADM Phase Narratives
Architectural Artifacts
Architecture Deliverables
Building Blocks
Guidelines for Adapting the ADM Process
Techniques for Architecture Development
Enterprise Continuum
Architecture Partitioning
Architecture Repository
Tools for Architecture Development
Foundation Architecture: Technical Reference Model
Integrated Information Infrastructure Reference Model
Architecture Board
Architecture Compliance
Architecture Contracts
Architecture Governance
Architecture Maturity Models
Architecture Skills Framework
Architecture Content Metamodel
- 14. 14© Copyright Ahead Technology Inc. All rights reserved
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 IV
Architecture
Content Framework
Part VI TOGAF
Reference Models
BusinessVisionandDrivers
BusinessCapabilities
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
- 17. 17© Copyright Ahead Technology Inc. All rights reserved
Stand-alone or Complementary
Zachman Framework
Federal Enterprise Architecture Framework
Other Frameworks
Support or
Guidance
DoD Architecture Framework
TOGAF 9.1
- 18. 18© Copyright Ahead Technology Inc. All rights reserved
ITIL®
Service Lifecycle
ITIL®
Service Lifecycle
- 19. 19© Copyright Ahead Technology Inc. All rights reserved
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.
- 20. 20© Copyright Ahead Technology Inc. All rights reserved
Governance Methods
Standards Alignm
ent
CaseStudiesTemplates
Scalability
Quick Wins
Qualifications
Study Aids
Know
ledge
&
Skills
SpecialtyTopics
ExecutiveIntroduction
ITIL® V3 Service Lifecycle Phases
Service
Strategies
Continual Service
Improvement
ServiceDesign
Service
Operation
ContinualService
Improvement
ContinualService
Im
provem
ent
Service
Transition
Service
Strategies
Continual Service
Improvement
ServiceDesign
Service
Operation
ContinualService
Improvement
ContinualService
Im
provem
ent
Service
Transition
Future
Complementary
Value Added
Products
The Core
Models within
the Service
Lifecycle
Phases
©©©© Crown Copyright 2007. Reproduced under license from OGC
- 21. 21© Copyright Ahead Technology Inc. All rights reserved
ITIL® Service Lifecycle Phases
Business / Customer Requirements
Develop operational plans, procedures and work instructions, day to day
organization and team management, monitor, report and control, etc.
Create transition plans, test solutions and acceptance criteria, validation, building
and deployment, capture and manage knowledge, etc.
Design architectures and standards, roles and responsibilities, processes and
technology, etc.
Align business and IT strategies, establish objectives and policies, manage service
portfolio and investments, confirm resources and possible constraints, etc.
Measurement analysis and reporting, develop improvement actions and plans,
etc.
Continual
Service
Improvement
Service
Operation
Service
Transition
Service
Design
Service
Strategy
ITIL guidance in achieving customer
and provide beneficial solutions
ITSM
Functions
Technical
Management
Application
Management
Operation
Management Service Desk
Technical resources required to
develop and deliver successful
projects and IT services
- 22. 22© Copyright Ahead Technology Inc. All rights reserved
ITIL® Service Lifecycle – Big Picture
- 24. 24© Copyright Ahead Technology Inc. All rights reserved
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.
- 26. 26© Copyright Ahead Technology Inc. All rights reserved
Principle 1: Meeting Stakeholder Needs
- 27. 27© Copyright Ahead Technology Inc. All rights reserved
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.
- 28. 28© Copyright Ahead Technology Inc. All rights reserved
Principle 3:
Applying a Single Integrated Framework
Enablers provide
structure to the
COBIT 5
knowledge base
- 29. 29© Copyright Ahead Technology Inc. All rights reserved
Principle 4:
Enabling a Holistic Approach
- 30. 30© Copyright Ahead Technology Inc. All rights reserved
Principle 5 - Governance and Management
Defined
- 31. 31© Copyright Ahead Technology Inc. All rights reserved
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
- 34. 34© Copyright Ahead Technology Inc. All rights reserved
Make Your Own Framework
ITIL – ISO/IEC20000
The over arching service management framework
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
The Service Provider selected Enterprise Architecture framework
Business, Information, Application, and Technology domains
ADM, Content Framework
ACMM (Architecture Capability), OSIMM (Business Model)
AICPA/CICA PMM GAPP (Privacy)
- 35. 35© Copyright Ahead Technology Inc. All rights reserved
TOGAF 9.1 and what else!!??
Requirements
Management
Volere templates
H.
Architecture
Change
Management
E.
Opportunities
&
Solutions
F.
Migration
Planning
D.
Technology
Architecture
C.
Information
Systems
G.
Implementation
Governance
B.
Business
Architecture
Preliminary
A.
Architecture
Vision
COBIT-GOV
COBIT-GOV
CMMi
Financial Mgt.
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
Stakeholders
Management.
Business/Service
Strategy
COBIT-GOV
CMMi
Financial Mgt.
COBIT-GOV
CMMi
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
ITIL
Transition Mgt
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Project
Management
ITIL
Transition Mgt
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
COBIT-GOV
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
ITIL – Chg Mgt
COBIT-GOV
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Management
Frameworks
COBIT-GOV
Management
Frameworks
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
COBIT-GOV
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
CMMi
COBIT-GOV
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
Financial Mgt.
CMMi
COBIT-GOV
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
ITIL – Chg Mgt
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
Management
Frameworks
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
Management
Frameworks
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
Project
Management
ITIL
Transition Mgt
Project
Management
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.Preliminary
A.
Architecture
Vision
B.
Business
Architecture
Preliminary
A.
Architecture
Vision
COBIT-GOV
CMMi
Financial Mgt.
Stakeholders
Management.
Business/Service
Strategy
COBIT-GOV
CMMi
Financial Mgt.
COBIT-GOV
CMMi
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
COBIT-GOV
CMMi
COBIT-GOV
Financial Mgt.
CMMi
COBIT-GOV
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
Management
Frameworks
COBIT-GOV
CMMi
Financial Mgt.
Stakeholders
Management.
Business/Service
Strategy
COBIT-GOV
CMMi
Financial Mgt.
COBIT-GOV
CMMi
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
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Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
COBIT-GOV
CMMi
COBIT-GOV
Financial Mgt.
CMMi
COBIT-GOV
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
Management
Frameworks
COBIT-GOV
CMMi
Financial Mgt.
Stakeholders
Management.
Business/Service
Strategy
COBIT-GOV
CMMi
Financial Mgt.
COBIT-GOV
CMMi
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
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Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
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Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
COBIT-GOV
CMMi
COBIT-GOV
Financial Mgt.
CMMi
COBIT-GOV
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL
Transition Mgt
COBIT-GOV
Management
Frameworks
COBIT-GOV
CMMi
Financial Mgt.
Stakeholders
Management.
Business/Service
Strategy
COBIT-GOV
CMMi
Financial Mgt.
COBIT-GOV
CMMi
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
COBIT-GOV
CMMi
COBIT-GOV
CMMi
COBIT-GOV
Financial Mgt.
CMMi
COBIT-GOV
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
CMMi
COBIT-GOV
Business/Service
Strategy
Stakeholders
Management.
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
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ITIL – Chg Mgt
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Volere templates
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ITIL – Chg Mgt
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ITIL – Chg Mgt
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Architecture
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Volere templates
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E.
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&
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ITIL – Chg Mgt
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ITIL – Chg Mgt
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Volere templates
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E.
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&
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Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
ITIL – Chg Mgt
COBIT-GOV
CMMi
Financial Mgt.
Business/Service
Strategy
Stakeholders
Management.
Architecture
Domains,
Development,
Guidelines,
Principals,
Baselines,
Targets,
Gaps,
Risks Mgt,
Financial
Management …
- 36. 36© Copyright Ahead Technology Inc. All rights reserved
COBIT/ TOGAF/ ITIL Overlap
COBIT Process/Practice TOGAF Phase/Activity ITIL
Manage the IT Management
Framework
Ensure Resource Optimization
Preliminary phase
Architecture Governance
Service Strategy
CSI
Manage Enterprise Architecture
Developing an architecture vision Architecture vision - A Service Strategy
Service Design
Defining reference architectures Business Architecture - B
Defining reference architectures Information Systems Architecture - C Service Design
Defining reference architectures Technology Architecture - D Service Design
Selecting opportunities and solutions Opportunities & Solutions - E Service Transition
Defining architecture implementation Migration planning Architecture
services - F
Service Transition
Architecture services Implementation governance - G Service Transition
Architecture services Architecture change management - H Service Transition
Architecture services Requirements management - R Service Design
Strategize
Implement/Operate
Change
- 37. 37© Copyright Ahead Technology Inc. All rights reserved
TOGAF 9.1 and ITIL – touch points
Preliminary Phase
Phase A
Phase B
Phase C
Phase D
Phase E
Phase F
Phase G
Phase H
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service
Improvement
Phase A
Preliminary Phase
Phase A
Service Strategy
Preliminary Phase
Phase A
Preliminary Phase
Phase A
Service Strategy
Preliminary Phase
Phase A
TOGAF ITIL
- 39. 39© Copyright Ahead Technology Inc. All rights reserved
Sample Goal-Based processes priorities
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.
- 40. 40© Copyright Ahead Technology Inc. All rights reserved
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 5Note:
• Focus on ‘improvements’
• Implementation will focus on
control.
• Process design should be
‘integrated’.
- 45. 45© Copyright Ahead Technology Inc. All rights reserved
Formalizing the Service Management Strategic Plan as part of the first
steps in implementing a service management culture.
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.
Adopt and refine a service delivery model for shared services.
Define, select and implement an integrated IT Service Management
tool.
Mature service level management and build an ITSM Business
Relationship Management framework.
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
Sample Recommendations
- 46. 46© Copyright Ahead Technology Inc. All rights reserved
Additional Deliverables
Final assessment report
Business case
Implementation plan
- Processes
- Technology
- People
- 48. 48© Copyright Ahead Technology Inc. All rights reserved
Project Management – PMBOK, PRINCE2 or MSP
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
- 49. 49© Copyright Ahead Technology Inc. All rights reserved
Deming’s Cycle Of Continual Improvement
Timescale
Plan, Do, Check, Act
Controlled Quality
Improvements
Aligning IT
Services to
Business
RequirementsP
A
D
C
MaturityLevels
Initial -
Repeatable -
Defined -
Managed -
Optimized -
The Deming cycle is the foundation of all ITSM processes, each level individually
and all levels collectively
Baseline
Point
©©©© Crown Copyright 2007. Reproduced under license from OGC
- 50. 50© Copyright Ahead Technology Inc. All rights reserved
The Cycle of Continual Service Improvement
The Approach to Continual Service
Improvement
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?
6Communicate and
recognize good
work.
Foster a service
management culture
Ongoing CSI
3-6 months
2-5 years
- 51. 51© Copyright Ahead Technology Inc. All rights reserved
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
- 52. 52© Copyright Ahead Technology Inc. All rights reserved
Increasing Your Chance Of Success…
Consider John Kotter’s eight steps
Kotter’s Eight Steps… including main reasons why transformation efforts fail
©©©© Crown Copyright 2007. Reproduced under license from OGC
Kotter’s Eight Steps… including main reasons why transformation efforts fail
- 53. 53© Copyright Ahead Technology Inc. All rights reserved
Challenges,
Critical Success
Factors and Risks
Challenges,
Critical Success
Factors and Risks
- 54. 54© Copyright Ahead Technology Inc. All rights reserved
Critical Success Factors
Understand Business and IT strategy and goals
Securing Management commitment and
Involvement
Understand your stakeholders, their impact and
view points
Ensure sufficient program funding
Allocate knowledgeable ITSM resources at the
right level
Identify the program road map and CSFs
Establish your Business Case
- 55. 55© Copyright Ahead Technology Inc. All rights reserved
Critical Success Factors
Enterprise wide acceptance
Availability of funds throughout the program lifecycle
Establish ITSM Portfolio and Catalogue
Proper RACI R&R mapping
Ensure Program Owner/Champion, Service Owner and
Business Relationship Managers roles are in place
Adoption of ITSM culture
Adoption, definition and design of relevant ITSM
processes
Have the right tool to support your ITSM program
Establish a knowledge transfer program for the people
involved in the program at different level and topics of
certifications.
- 56. 56© Copyright Ahead Technology Inc. All rights reserved
Challenges / Risks
Securing management commitment
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
Inadequate resources, budget and time
Lack of information, monitoring and
measurements to understand current status
Inappropriate tools and technologies
Unstructured implementation approach
- 57. 57© Copyright Ahead Technology Inc. All rights reserved
Challenges / Risks
Mis-understanding business strategy
Ambiguity of business needs and requirement
Lack of understanding how ITSM enables and
supports business services and processes
Over-ambitious goals
Lack of governance
“Tool” approach to Implementing ITSM
Implementation without the proper “Transition”
processes and activities
- 58. 58© Copyright Ahead Technology Inc. All rights reserved
Thank you so
much for
coming.
Questions!?