ASL ITILL (Sogeti, Edegem, Belgium, Mar 2010)

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  • IT: “Perfect solutions for an imperfect world”?Perfectbut in a toonarrow field
  • IT: “Perfect solutions for an imperfect world”?Perfectbut in a toonarrow field

Transcript

  • 1. Sogeti Edegem, 3 March 2010 ASL BiSL Foundation Mark Smalley1
  • 2. Introduction Mark Smalley “I help people market, sell and deliver Application Management”• Principal Consultant at Capgemini• Director of International Affairs at ASL BiSL Foundation• Member Professional EXIN Group• Lecturer at Rotterdam, Brussels, Hangzhou• Author & Speaker (Europe, Australia, China, Hong Kong, India, New Zealand, Singapore, USA)• CYO, Blind Monk, Maintert®ainer & IT Paradigmologist• mark.smalley@capgemini.com & mark.smalley@aslbislfoundation.org• www.linkedin.com/in/marksmalley & marksmalley @ Twitter• www.it-executive.nl/blogs/blogger/marksmalley (Dutch)• profile.computable.nl/profile/msmalley (Dutch)
  • 3. Agenda• ASL BiSL Foundation• Rapidly changing world• BiSL• ASL• ASL & ITIL V33
  • 4. ASL BiSL Foundation• Professional association for Information Management and Application Management• Founded in 2002 in the Netherlands as Non- profit, Vendor-independent, Public domain organization• Advance professionalization of IT from both a business and an IT perspective• Funded by 30 Demand and Supply organizations who benefit from standards and best practices• Standards and best practices are freely available4• http://www.aslbislfoundation.org
  • 5. ASL BiSL Foundation – Free Products & Services• Process frameworks: ASL and BiSL• Best practices• Publications, Whitepapers, Presentations• On-line support• Examination specification• Certification specification• Theme sessions (free), Annual conference (fee)5
  • 6. International Speaking Engagements2004• Las Vegas2008• Birmingham• Bangalore & Hyderabad2009• Bangalore• Brussels• Hong Kong, Sydney, Melbourne, Singapore• Shanghai, Hangzhou, Beijing• Brussels2010• Antwerp, Luxembourg• Antwerp• Hong Kong, Auckland, Hangzhou
  • 7. Bangalore & Hyderabad 2008
  • 8. Bangalore 2009
  • 9. Bangalore 2009
  • 10. APAC Tour 2009 Hong Kong, Sydney, Melbourne and Singapore• Stability vs continuous business transformation• Criminal Complexity• Infrapplications• Software Entropy• Immaturity of user organizations• Inadequate strategic dialogue between the business and IT• The Tower of Babble• Not only Process Maturity but People Maturity
  • 11. China Tour 2009 Shanghai, Hangzhou, Beijing• Composing applications (vs programming)• Business domain knowledge• Information overload• Career development• Business responsibilities regarding IT• Intercultural collaboration• Gap between educational institutions and outsourcing industry needs• Over-ambitious big bang projects• The CIO role
  • 12. Workshop Top Challenges inApplication Management
  • 13. Workshop Top Challenges in Application ManagementNetherlands, May 2009: Belgium, November 2009:• Lower budgets  Speed of change• Poor quality of releases  Complexity of application• Visibility of the AM department landscapes• Fuzzy application portfolio  Business maturity  Knowledge managementBelgium, September 2009:• Speed of change Next Workshops:• Communication  Belgium, March 2010• Complexity of application  Luxembourg, March 2010 landscapes  Netherlands, April 2010• Call by call approach (vs  Hong Kong, May 2010 lifecycle)• Business maturity
  • 14. Workshop Top Challenges in Application Management Speed of business changeComplexity of hybrid application landscapes Communicating with the business Management of application knowledge
  • 15. How do you…?
  • 16. Different planets Topic Men Women Focus Abilities Feelings Value Solutions Assistance Priorities Results Relationship R‟ship points Size Number Approach Alone TogetherCommunication Sort, then talk Talk and sort Talking Making a point Talking
  • 17. The ProgrammerThe popular image of an expert programmer• is a man (seldom a woman)• careless of physical appearance,• socially inept,• with narrow and intense interests• and a peculiarly literal way of interpreting spoken or written statementsSource: SQ Minus EQ can Predict Programming Aptitude, Stuart Wray17
  • 18. The Programmer• Systemizing Quotient minus Empathy Quotient can Predict Programming Aptitude• People with EQ > SQ prefer interacting with other people, who they find intuitively easy to understand compared with mechanisms and machinery, which they find mysterious, cold and soulless• People with SQ > EQ prefer orderly systems of objects, which they find intuitively easy to understand compared with people, who they find fickle, confusing and worrisome18Source: SQ Minus EQ can Predict Programming Aptitude, Stuart Wray
  • 19. Different planets• IT people aim for perfection• Business people live in an imperfect world
  • 20. Source: Remko van der Pols
  • 21. Different planets• IT people aim for perfection• Business people live in an imperfect world• “There‟s nothing wrong with our architecture – it‟s the #@%$ Business!”• Perfect systems for an imperfect world
  • 22. Illusory gap between business and IT• IT people think there‟s a gap• "Business should do more with IT”• Business is happy with how things are• Otherwise they would have done something about it• There is a gap but it‟s not what IT people think it is• IT is building the wrong bridge
  • 23. Building BridgesBusiness IT Island IslandSource: Remko van der Pols
  • 24. Decision makingChoices, choices, choices
  • 25. Decision making The Trouble Triangle Costs Benefits TroubleSource: Remko van der Pols
  • 26. Different planets• IT people are logical• Business people are irrational and intuitive
  • 27. Different planetsWe need a gap We need a I see a between practical & ITlogical bridge, business bridge Captain
  • 28. Different planets Topic IT Business IT IT=OK, Not my biggest Business=OK problem Reduce One perfect Variousuncertainty by solution strategies Driver Utopia Survival Dimensions One Many Decision- Rational, Intuitive, making optimized heuristic World Static Dynamic
  • 29. SM Relationship We know what‟s Just tell us good for you what to do Let‟s work it out together SlavePartner Master Domination 
  • 30. Illusory gap between business and IT• Unbridgeable core values• IT has retreated into – “Tell us what you want us to do” – (then it‟s your fault if something goes wrong)• So Business is in the lead
  • 31. Illusory gap between business and IT• Business has got to learn how to deal with IT people• 1 dimensional IT people can‟t see in more dimensions• They pay so it‟s their say• Bad news for IT – Business rules IT!
  • 32. How do to deal with the Business?• Accept that Business people are different• Accept that they‟re in charge• …• …• …
  • 33. Agenda• ASL BiSL Foundation• Rapidly changing world• BiSL• ASL• ASL & ITIL V333
  • 34. Observations BusinessMarketplace Organizations IT InformationOrganizations Systems
  • 35. Observations Dynamic Jungle Marketplace Person Person Thing ThingMarketplace• People & Things• More interaction• Shorter horizons• Good is good enough• Power shift in supply chain• Trust and loyalty
  • 36. ObservationsDynamic Jungle Sensitive Nomads Business Marketplace OrganizationsPerson Person Partner Core PartnerThing Thing Partner Business organizations • Pressure to perform and change • Have to be responsive and agile • More interaction with environment • Transparent • Collaborate & communicate • More involvement with IT
  • 37. Observations Dynamic Jungle Sensitive Nomads Business Marketplace Organizations Person Person Partner Core Partner Thing Thing PartnerInfrastructure Dynamic Devices & Elastic Clouds• Clouds, grids, virtual Information machines Appl Systems Data Appl Data• Generic infra & application Appl Data Appl Data specific infra Appl Data• Lots of intelligent devices – Dev Infra ‘internet of things’ Dev Infra Dev Infra Dev Infra• Sensing, positioning Dev Infra
  • 38. Observations Dynamic Jungle Sensitive Nomads Business Marketplace Organizations Person Person Partner Core Partner Thing Thing PartnerApplications Slums & Skyscrapers Dynamic Devices & Elastic Clouds• Number of applications and Information interfaces Appl Systems Data Appl Data• Custom, Packages, Open Appl Data Appl Data Source, Mash-ups, SaaS Appl Data• Hydbrid, complex landscapes, Dev Infra old and new Dev Infra Dev Infra Dev Infra• Integration challenge Dev Infra
  • 39. Observations Dynamic Jungle Sensitive Nomads Business Marketplace Organizations Person Person Partner Core Partner Thing Thing Partner Agnostic Artists & Slums & Skyscrapers IT Organizations Intelligent Integrators Dynamic Devices & Elastic Clouds • Specialization IT Information Organizations • EcosystemSystems Data Appl of diverse players Appl Data Intelligent Appl Data with differing relationships Appl Data Integrator Appl Data • Business domain knowledge Anonymous Anonymous Anonymous Artist Artist Anonymous • Brownfield architecture Dev Infra Artist Anonymous Dev Infra ArtistAnonymous Dev migrationInfra Artist Artist • Continuous Dev Infra Dev Infra • Synthetic programming
  • 40. Observations Dynamic Jungle Sensitive Nomads Business Marketplace Organizations Person Person Partner Core Partner Thing Thing Partner Agnostic Artists & Slums & Skyscrapers Intelligent Integrators Dynamic Devices & Elastic Clouds IT Information Organizations Appl Systems Data Appl Data Intelligent Appl Data Appl Data Integrator Appl Data Anonymous Anonymous Anonymous Artist Dev Infra Artist Anonymous Artist Anonymous Dev Infra ArtistAnonymous Dev Infra Artist Artist Dev Infra Dev Infra
  • 41. Consequences for IT Organizations• Intelligent integrator or agnostic artist?• Legacy is for wimps – escape from escapism• It‟s a hybrid world – brownfield, not greenfield• External orientation – power to the combiners• Out of control, into collaborate – interaction management• Business empathy – IT essentials
  • 42. IT Management Paradigm What can you change? People IT Process Bus Org Tooling Org Hardware Software Data Info Syst42
  • 43. Demand Supply Framework of frameworks IT & Business Infrastructure Infrastructure Management Suppliers Management Business Information Management Application Application Users Suppliers Management IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider43
  • 44. Agenda• ASL BiSL Foundation• Rapidly changing world• BiSL• ASL• ASL & ITIL V344
  • 45. Demand Supply Business Information Management• Advising Customer management as to strategic and tactical IT & Business information requirements• Specifying information requirements Management• Designing and implementing non- Business automated Information systems Information Management• Acquiring automated Information systems and related services Users• Designing and implementing processes and procedures for use of Information systems IT Service Consumer• Supporting the end users on how to use the Information systems• Ensuring that Information 45 systems are used appropriately
  • 46. BiSL Framework Supplier Define Define relationship chain technological management developments developments Infor- User Define mation Information Information relationship organization coor- Lifecycle Portfolio management dination Management Management Chain partner Develop Define relationship Develop I-organization business management information strategy process dev. strategy Planning and Financial Demand Contract Control management management Management Change- mgt Design non- Requirements User Data automated specification support management IS Transistion Review Operational IT planning and test management Operations management Transition Functionality management46
  • 47. Dilemma’s ReliabilitySpeed of change Costs 47
  • 48. Self assessment1. I know how much our information provisioning costs2. I know whether that‟s normal3. I know what the users think about our information provisioning4. I know what the users want5. I have an answer to most of the users‟ questions6. I know how systems are used7. I help users to make effective use of systems8. I know what the managers want, today and tomorrow9. I know how much budget is available and can be justified10. I ensure that changes are well specified and implemented11. I pay a fair price for IT services12. I have clear agreements with my IT service providers13. I advise the directors about the strategic use of information14. I feel like a system owner15.48 I work efficiently
  • 49. Summary BiSL• The world is changing rapidly• Organizations depend on information to survive• Managing information isn‟t easy• Organizations need specific capabilities• BiSL offers guidance for IT Service Consumers• Operational, Management, Quality, Strategic49
  • 50. Demand Supply Common usage of ASL, BiSL & ITIL IT & Business ITIL Infrastructure Infrastructure Management Suppliers Management BiSL Business Information Management Application Application Users Suppliers Management ASL IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider50
  • 51. ASL, BiSL & ITILASL and ITIL V3• More on realization and testing of bespoke (additions to) applications• More on application strategy• More on planning & control and tactical level process quality (although less than CMMI)• Dedicated to AM (book: 10% size and costs)• Written in AM languageBiSL and ITIL V3• Addresses demand not supply51
  • 52. Agenda• ASL BiSL Foundation• Rapidly changing world• BiSL• ASL• ASL & ITIL V352
  • 53. Demand Supply Application Management IT & Business Infrastructure Infrastructure Management Suppliers Management Business Information Management Application Application Users Suppliers Management IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider53
  • 54. Economic Dimension Development Management 32% 8%ApplicationsInfrastructure 12% 48% 54
  • 55. Underlying trends• Increased number of (standardized) application components• Increased number of AM providers• More diversification and specialization of AM providersWhich position in the AM ecosystem?You can‟t control the whole supply chainso just focus on the interfaceswith the adjacent parties55
  • 56. Demand Supply AM=AM+AM+AM+… IT & Business Infrastructure Infrastructure Management Suppliers Management Business Information Management Application Application Users Suppliers Management IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider56
  • 57. Application Services Library• Guidance for Application Management (Supply)• Process model• Best practices• Community of Knowledge• Supported by the not-for-profit, vendor- independent, public domain ASL BiSL Foundation• www.aslbislfoundation.org
  • 58. Application Services Library• Dutch standard NEN 3434 for AM is based on ASL• NEN 3434 currently being „fast-tracked‟ to ISO/IEC 26500; announcement expected May 2010
  • 59. AM Organization Strategy Management Advice Change Operations
  • 60. ASL Framework Customer organisations Market Account strategy definition definition Service ICT Customer Strategic developments ICT portfolio environment delivery definition processes strategy management strategy Life cycle Technology Skills management definition definition Organization Applications cycle cycle management management Management processes Planning Cost Quality Service level and control management management management Connecting processes Change Incident management Design management Impact Continuity Availabilitymanagement management analysis Enhancement Support & Realization renovation Implementation Capacity Configuration Software management management Testing control and distribution
  • 61. ASL Framework Customer organisations Market Account strategy definition definition Service ICT Customer Strategic developments ICT portfolio environment delivery definition processes strategy management strategy Life cycle Technology Skills management definition definition Strategy Organization Applications cycle cycle management management Management processes Management Planning Cost Quality Service level and control management management management Connecting processes Incident Advice Change management Design management Continuitymanagement Support Change Availability management Impact analysis Enhancement & Realization Operations renovation Implementation Capacity Configuration Software management management Testing control and distribution
  • 62. Application Services LibrarySupplier’s perspective Rapidly changing world Repositioning Collaborate vs control Proactive, innovative What kind of Strategic alignment AM shop Business: Costs, Risk, do I want to be? Benefits  Customer satisfaction  Back-to-back contracts How do I manage and  Quality management improve my services? How do I deliver my services? 62
  • 63. Business: Capital, Profit, Risk Application ServicesIT: Strategy, Architecture Library Business Business innovation Application Portfolio Transformation Strategy Strategic dialogueBusiness: Time to market, Business Costs, Revenue, ImageIT: Functionality, Releases Change Speed QualityBusiness: Production, Costs, Revenue, Image BusinessIT: Availability, Continuity Customer Service Operations Proactive chain management Contingency
  • 64. ASL Framework OCM Account Supplier Supplier’s perspective Customer Organisations ACM & Market Definition  Rapidly changing world Strategy Definition Business planning Service  Repositioning Environment Customer Strategy for Management the AM Strategy ICT Application Life- Delivery Strategic Collaborate vs control  Definition cycle organization Applicatie Port- Capabilities Definition Technology Definition  Proactive, innovative processes folio Management  Strategic alignment Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 64Operational Testing control and Operationalprocesses distribution processes
  • 65. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change Business: Production, management Design renovation Costs, Revenue, Image Use Continuity support management Impact Keeping applications  Customer Service analysis Realization up and running  Proactive chain Implementation Software management Configuration Operations management management 65Operational Testing distribution Contingency control and Operationalprocesses  processes
  • 66. Acquisition Supply Development OCM ASL Framework Maintenance Operation Customer Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- ISO/IEC14746 – Software Maintenance Capabilities Technology processes folio Management ISO/IEC12207 – Software Life Cycle Processes Definition Correction Definition • Corrective • Preventive Management processes Enhancement Contract Planning Quality • Perfective (performance, maintainability) Financial Supplier Management and Control management • Adaptive (usability in changing environment) management management Support Connecting processes Enhancement & Change renovation Change Business: Time to management Design Management Use Continuity market, Costs, Revenue, support management Impact Keeping applications analysis Image Realization up to date  Speed Implementation Configuration OperationsOperationalQuality management  management Software 66 Testing control and Operationalprocesses distribution processes
  • 67. ASL Framework Customer OCM Account & Market Business: Costs, Supplier ACM Organisations Strategy Definition Definition Benefits, Risk Keeping time, money,satisfactioncontracts, Service  Customer Delivery progress, Application Life- Environment ICT Customer Strategy suppliers, quality & expectations under control Definition cycle Management Strategy  Back-to-back contracts Port- Strategic processes Applicatie Capabilities Technology folio Management Definition  Quality management Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & renovation"I love deadlines. I like the Change management Design whooshing sound they Use Continuity support management make as they fly by.“ Impact Douglas Adams analysis Realization Implementation Configuration Operations management management Software 67Operational Testing control and Operationalprocesses distribution processes
  • 68. ContractsBusiness IT 68
  • 69. ASL Framework Business: Capital, Profit, Customer Risk & Market OCM Account Supplier Organisations Strategy ACM Ensuring strategic Definition  Contribution to Definition alignment of Customer business Definition innovation Service ICT Application Life- Delivery Environment Strategy cycle Management business & IT Strategy  Application Portfolio processes Capabilities Technology Strategic Applicatie Port- folio Management Transformation Definition Definition  Strategic dialogue Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 69Operational Testing control and Operationalprocesses distribution processes
  • 70. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 70Operational Testing control and Operationalprocesses distribution processes
  • 71. Summary ASL• Organizations depend on applications• Applications are getting more complex• AM is also getting more complex• AM is economically significant• ASL offers guidance for AM organizations• Operational, Management, Quality, Strategic71
  • 72. Agenda• ASL BiSL Foundation• Rapidly changing world• BiSL• ASL• ASL & ITIL V372
  • 73. White PaperThis presentation is based on aWhite Paper jointly commissionedby the OGC andthe ASL BiSL Foundation,and authored by• Sharon Taylor (OGC),• Machteld Meijer and• Mark Smalley (ABF)The White Paper is available on• www.aslbislfoundation.org• www.best-management-practice.com• Best Management Practice stand73 (OGC, APMG and TSO)
  • 74. Creates or changes services ITIL V3 and service management Service Lifecycle processes Provides the services in an efficient andeffective manner Validates services‟ utility and warranty and transitions them into the live environment Ensures that the services Determines keep which IT addressingservices should future needs be provided 74
  • 75. Service Strategy Service Design Service Transition Service Operation Continual Service 2 Service management as a practice 2 Service Management as a practice 2 Service Management as a practice 2 Service Management as a practice Improvement 3 Service strategy principles 3 Service Design principles 3 Service Transition principles 3 Service Operation principles 2 Service management as a practice 3.1 Value creation 3.1 Goals 3.1 Principles supporting Service 3.1 Functions, groups, teams, 3.2 Service assets 3.2 Balanced design Transition departments and divisions 3 Continual Service Improvement 3.3 Service provider types 3.3 Identifying service requirements 3.2 Policies for Service Transition 3.2 Achieving balance in SO principles 3.4 Service structures 3.4 Identifying and documenting 3.3 Providing service 3.1 CSI and organizational change 3.5 Service strategy fundamentals business requirements and drivers 4 Service Transition processes 3.4 Operation staff involvement in 3.2 Ownership 3.5 Design activities 4.1 Transition Planning and Support Service Design and Service Transition 3.3 Role definitions 4 Service strategy 3.6 Design aspects 4.2 Change Management 3.5 Operational Health 3.4 External and internal drivers 4.1 Define the market 3.7 The subsequent design activities 4.3 Service Asset and Configuration 3.6 Communication 3.5 Service Level Management 4.2 Develop the offerings 3.8 Design constraints Management 3.7 Documentation 3.6 The Deming Cycle 4.3 Develop strategic assets 3.9 Service Oriented Architecture 4.4 Release and Deployment 3.7 Service measurement 4.4 Prepare for execution 3.10 Business Service Management Management 4 Service Operation processes 3.8 Knowledge Management 3.11 Service Design models 4.5 Service Validation and Testing 4.1 Event Management 3.9 Benchmarks 5 Service economics 4.6 Evaluation 4.2 Incident Management 3.10 Governance 5.1 Financial Management 4 Service Design processes 4.7 Knowledge Management 4.3 Request Fulfilment 3.11 Frameworks, models, standards 5.2 Return on Investment 4.1 Service Catalogue Management 4.4 Problem Management and quality systems 5.3 Service Portfolio Management 4.2 Service Level Management 5 Service Transition common operation 4.5 Access Management 5.4 Service Portfolio Management 4.3 Capacity Management activities 4.6 Operational activities of processes 4 Continual Service Improvement methods 4.4 Availability Management 5.1 Managing communications and in other lifecycle phases processes 5.5 Demand Management 4.5 IT Service Continuity commitment 4.1 The 7-Step Improvement Management 5.2 Managing organization and 5 Common SO activities Process 6 Strategy and organization 4.6 Information Security stakeholder change 5.1 Monitoring and control 4.2 Service reporting 6.1 Organizational development Management 5.3 Stakeholder management 5.2 IT Operations 4.3 Service measurement 6.2 Organizational departmentalization 4.7 Supplier Management 5.3 Mainframe Management 4.4 Return on Investment for CSI 6.3 Organizational design 6 Organizing for Service Transition 5.4 Server Management and Support 4.5 Business questions for CSI 6.4 Organizational culture 5 Service Design technology-related 6.1 Generic roles 5.5 Network Management 4.6 Service Level Management 6.5 Sourcing strategy activities 6.2 Organizational context for 5.6 Storage and Archive 5.1 Requirements engineering transitioning a service 5.7 Database Administration 5 Continual Service Improvement 7 Strategy, tactics and operations 5.2 Data and Information 6.3 Organization models to support 5.8 Directory Services Management methods and techniques 7.1 Implementation through the Management Service Transition 5.9 Desktop Support 5.1 Methods and techniques lifecycle 5.3 Application 6.4 Service Transition relationship with 5.10 Middleware Management 5.2 Assessments 7.2 Strategy and design other lifecycle stages 5.11 Internet/Web Management 5.3 Benchmarking 7.3 Strategy and transition Management 5.12 Facilities and Data Centre 5.4 Measuring and reporting 7.4 Strategy and operation 7 Technology considerations Management frameworks 7.5 Strategy and improvement 6 Organizing for Service Design 7.1 Knowledge Management tools 5.13 Information Security 5.5 The Deming Cycle 6.1 Functional roles analysis 7.2 Collaboration Management and Service Operation 5.6 CSI and other service management Application Operational 8 Technology and strategy 6.2 Activity analysis 7.3 Configuration Management System 5.14 Improvement of operational processes 8.1 Service automation 6.3 Skills and attributes activities 5.7 Summary 8.2 Service interfaces 6.4 Roles and responsibilities 8 Implementing Service Transition 8.3 Tools for service strategy 8.1 Stages of introducing Service 6 Organizing for Service Operation 6 Organizing for Continual Service Development Application 7 Technology considerations Transition 6.1 Functions Improvement 9 Challenges, critical success factors 7.1 Service Design tools 6.2 Service Desk 6.1 Roles and responsibilities that and risks 7.2 Service Management tools 9 Challenges, critical success factors 6.3 Technical Management support CSI (Maintenance) Management and risks 6.4 IT Operations Management 6.2 The authority matrix 8 Implementing Service Design 8.1 Business Impact Analysis 6.5 Application 6.3 Summary 8.2 Service Level Requirements Management 7 Technology considerations 8.3 Risks to the services and processes 6.6 SO roles and responsibilities 7.1 Tools to support CSI activities 8.4 Implementing Service Design 6.7 SO Organization Structures 7.2 Summary 8.5 Measurement of Service Design 7 Technology considerations 8 Implementing Continual Service 9 Challenges, Critical Success Factors 7.1 Generic requirements Improvement and risks 7.2 Event Management 8.1 Critical considerations for 7.3 Incident Management implementing CSI 7.4 Request fulfilment 8.2 Where do I start? 7.5 Problem Management 8.3 Governance 7.6 Access Management 8.4 CSI and organizational change 7.7 Service Desk 8.5 Communication strategy and plan 8.6 Summary 8 Implementation considerations 8.1 Managing change in SO 9 Challenges, critical success factors 8.2 SO and Project Management and risks 8.3 Assessing/managing risk in SO 8.4 Operational staff in Service Design and Transition 8.5 Planning and Implementing Service Management technologies 9 Challenges, Critical Success 75 Factors and risksSource: OGC, Contents of the Core Publications (1405p)
  • 76. ITIL V3 & Applications• Service and Service Lifecycle are dominant generic notions in ITIL V3• Applications are part of the service• There are packaged and customized applications• Development & maintenance of customized applications are part of IT Service Management• ITIL defines an Application Management Lifecycle76
  • 77. Terminology: Application Development & Management ASL ITIL V3 Application ApplicationDeveloping new applications Development Development Application ApplicationMaintaining existing applications Management Development Application ApplicationOperational management of applications Management Management 77
  • 78. Application Management Lifecycle 78Source: OGC
  • 79. Appl. Mgt. Lifecycle & Relevant ITIL V3 Processes Service Service Service Service Continual Strategy Design Transition Operation Service ImprovementRequirements ServPortMgt ReqEng ReqEngDesign Data&InfoMgtBuild ServVal&Test ChM Rel&DepMDeploy TransPlan&Sup SV&T SA&CM CapM AvM ServAsset& IncidM ReqFOperate ConfigMgt AccessM ProbM ITSContM ISecM ServCatMgtOptimize 7StepImprPlan ServLevMgt79
  • 80. Relative strengths of ITIL & ASL in the AM Lifecycle ITIL ASL 80Source: OGC
  • 81. Demand Supply Common usage of ASL, BiSL & ITIL IT & Business ITIL Infrastructure Infrastructure Management Suppliers Management BiSL Business Information Management Application Application Users Suppliers Management ASL IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider81
  • 82. Demand Supply Scope of ASL, BiSL & ITIL IT & Business ITIL Infrastructure Infrastructure Management Suppliers Management BiSL Business Information Management Application Application Users Suppliers Management ASL IT Component IT Service IT Service Suppliers Provider Consumer Mostly external, Internal IT Dept / Business dept possibly internal external provider82
  • 83. Summary ITIL V3 & ASL • ITIL and ASL: similar domains, differing definitions • ITIL concentrates on IT services, ASL on application products and services • More coverage of Appl.Mgt in • ASL focuses on AM, offers ITIL V3 than V2 more specific guidance for AM• ITIL has generic guidance that • ASL includes application is also useful for AM maintenance • ITIL helps to achieve greater • ASL has a clearer demarcation „service manageability‟ between business and IT 83
  • 84. Information Overload?84
  • 85. Dizzy?85
  • 86. Please keep in touch!• Subscribe to our newsletter at www.aslbislfoundation.org/ (“Newsmail”) or leave your business card• Connect at LinkedIn & Twitter (“marksmalley”)• Mail: mark.smalley@aslbislfoundation.org• Download free ASL & BiSL Management Guides at www.aslbislfoundation.org/ (“Free downloads!”)86
  • 87. Workshop Top Challenges in Application Management87
  • 88. * Results to be published in a white paper Goals & AgendaGoal• Establish current challenges in Application ManagementAgenda• Explanation workshop• Determine top challenges• Present top challenges• Conclusions and wrap-up *88
  • 89. * Results to be published in a white paper Agenda• 5 min – Explanation workshop• 30 min - Split into X groups – List the challenges that the members of the group currently experience – Discuss and explore these challenges – Prioritize the challenges – Optional: Plot them on the ASL Framework• 15 min - Presentation of each group• 5 min – Conclusions and wrap-up *89
  • 90. ASL Framework Customer OCM Account Organisations ACM Supplier & Market Strategy Definition Definition Service Customer ICT Application Life- Delivery Environment Strategy cycle Management Definition Strategy Strategic Applicatie Port- Capabilities Technology processes folio Management Definition Definition Management processes Contract Planning Quality Financial Supplier Management and Control management management management Support Connecting processes Enhancement & Change renovation management Design Use Continuity support management Impact analysis Realization Implementation Configuration Operations management management Software 90Operational Testing control and Operationalprocesses distribution processes
  • 91. IT Management Paradigm - What can you change? People IT Process Bus Org Tooling Org Hardware Software Data Info Syst91