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itSMF Fusion 2010 slides on DISA\'s ITSM efforts

itSMF Fusion 2010 slides on DISA\'s ITSM efforts

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    Itsm Fusion Final Itsm Fusion Final Presentation Transcript

    • Department of Defense
      Defense Information Systems Agency
      Drew Jaehnig
      DISA ITSM Office
      itSMF USA Fusion Conference
      September 2010
    • Supporting The Department’s Mission
      Provision ships
      Provide command
      and control
      Manage parts and
      replenish supplies
      Provide medical care
      Pay the Warfighters
      Manage transportation
      and maintenance
    • An IT Powerhouse Created
      1960
      1965
      2000
      1990
      1985
      1975
      1995
      1970
      1980
      Different Cultures
      Different funding
      DIFFERENT PROCESSES
      DIFFERENT LEGISLATION
      National
      Military
      Command
      System
      Minimum
      Essential Emergency Communications Network
      Defense Switched Network
      Joint Spectrum Center
      Joint Tactical Command, Control and Communications Agency
      Anti-Drug Network
      World Wide Command and Control System
      NMCS
      ADP
      Support
      Defense Data Network
      Defense Mega-centers created
      Defense
      Communications
      System
      Combined
      Military Satellite Communications System Office
      122 Networks Converged – Defense Information Systems Network Born
      Sat Comms
      Defense Communications Agency
      3
    • 4
    • “The Pentagon is functioning...in the face
      of these terrible attacks against our country.
      It will be open for business tomorrow.”
      - Former Secretary of Defense Rumsfeld
      5
    • Nine Years of Converged Process Drives IT Convergence
      DISA Grassroots ITSM Starts
      Counter-
      Insurgency
      Disaster
      Recovery
      Infrastructure
      Reconstruction
      Humanitarian
      Assistance
      Government
      Services
      Anti-Terrorism
      DISA
      Support
      Element
      - Afghanistan
      DISA
      Support
      Element
      - Iraq
      Operation
      Noble
      Eagle
      Coalition
      Provisional
      Authority
      Iraqi
      Business
      Teams
      OEF
      OIF
      Asian
      Tsunami
      Leyte
      Mudslide
      Hurricane
      Katrina
      Med-Fiber
      Cuts
      Haiti
      Earthquake
      Satellite
      Collision
      • Posturing Forward
      • Critical Infrastructure
      • Enterprise Services
      • Global Capacity
      Setting the Conditions for the Next Engagement
      Dynamic, Asymmetric Challenges
      6
    • DISA’s Strategic Vision
      Network Operations and Global Service Delivery
      Services
      Policy-Based
      Enterprise
      Management
      NetOps Visibility
      and Reporting
      Design Processes
      Policies Technology
      Next Generation
      Operations
      Support System
      Enterprise Computing
      DECC
      Defense
      in Depth
      Network
      Extensions
      Stratified
      Organization
      Converged
      Organization
    • DISA’s Strategic Vision
      Network Operations and Global Service Delivery
      “Seams among strategic decision making, the sustaining base, and the edge where the user operates are disappearing.
      The objective, then, is a true Defense enterprise.”
      -2010 DISA Campaign Plan
      The Defense Business Board estimates that $37 Billion of waste is in badly managed IT
      Services
      Policy-Based
      Enterprise
      Management
      NetOps Visibility
      and Reporting
      Design Processes
      Policies Technology
      Next Generation
      Operations
      Support System
      Enterprise Computing
      DECC
      Defense
      in Depth
      Network
      Extensions
      Stratified
      Organization
      Converged
      Organization
    • Commercial
      Military
      SATCOM
      Commercial
      Deployed Forces
      Fixed Locations
      Fiber
      Wireless
      SEAMLESS INTEGRATION
      Convergence Challenges
      Spectrum Management across multiple continents with different frequency allocations and policies
      Seamless Satellite-Terrestrial-Sea communications
      Cross classified & non-classified information domains
      Global telecommunications path diversity
      Constant threat of cyber attack
      9
    • “Innovation will be squashed”
      “People will die”
      “We’re special !”
      “Can’t be done here”
      “I’ll just wait this out”
      “You don’t understand our business”
      “Just another fad of the day”
      “I’m too busy for more work”
      Cultural Challenges
    • Unique Challenges: The Perfect Storm
      Extremely high availability & performance requirements
      Constant threat of attacks impact national security
      Services & SLAs not always established with customers
      Funding allocations fosters power silos
      Highly regulated and laden with bureaucracy impedes progress
      Military, Civilian, and Contractor cultural differences
    • 12,000+ military & civilian members
      Presence in 40 countries
      29 field offices worldwide
      8 million+ users
      5000+ Gbps capacity
      6,100 servers
      1.7 petabytes of storage
      2,800 applications
      215 software vendors
      Relocation to Ft. Meade in 2011
      12
      DISA Today
    • March 2010
      DISA Vice Director Orders
      ITSMO to be formed
      4 Key Tenets
      Convergence
      Transparency
      Single, Accountable Process Owners
      ISO/IEC 20K Compliance
      • Establish and enforce standards and policies
      • Govern improvement efforts
      • Convergence across agency
      • Unified communications
      • Obtain resources
      • Monitor and reporting
      DISA CIO
      DISA ITSMO
      Process
      Spiral
      Development
      Compliance
      & Inspection
      Strategy
      And Policy
      Quality
      Management
      Strategic
      Communications
      DISA’s ITSM Office
    • The Agency’s Process Improvement Offices
      DISA ITSMO
      Directorate PIO
      Directorate
      Process Improvement
      Officer
      Integration, compliance, and performance monitoring
      Process design and continual improvement
      Directorate
      Process Owners
      Directorate
      Process Managers
      Day-to-day operations and local procedures
      Dashed line – Functional Process Relationship
      Solid Line – Command Relationship
    • ITSM Governance
      EXEC Board
      ITSM Office
      CIO
      Service Management
      Process Working Group
      Agency Level
      Process Change
      Advisory Board
      CFE CAB
      (PIO)
      NS CAB
      (PIO)
      GO CAB
      (PIO)
      GE CAB
      (PIO)
      CSD CAB
      (PIO)
      Directorate Level Process Change Advisory Boards
    • Scope of Services
      Cyber Space
      Global Information Grid (GIG)
      DISA’s
      CORE
      Offerings
      DISA’s
      Internal
      Services
      “The categories of warfare are blurring and no longer fit into neat, tidy boxes.” - Robert M. Gates, Secretary of Defense
    • ISO 20K audit compliance
      ITSMO sets standards and governs process reform
      ITIL V3 is the ITSM primary Process Framework, also using e-TOM, CobiT, FEA, TOGAF, and others
      Single and accountable process ownership with enterprise scope
      Spiral Development Approach
      Lean Six Sigma as ongoing improvement methodology
      Process Reform Policies
    • DISA’s Spiral Approach
      Maturity Level 1, 2 and / or Silo’ed Process or Non-existent process
      Spiral Three
      Target, Baseline,
      Gap Analysis
      Sustainment, Monitoring, and CSI
      Phase I
      Spiral Two
      Maturity Level 2, 3 and / or Limited agency Penetration
      Phase V
      Spiral One
      Phase II
      Maturity Level 3, 4 and / or Enterprise View
      PhaseIII
      Phase IV
      Process
      Design & Planning
      Implementation
    • Assess
      As-Is
      1 month
      DesignTo-Be
      3 months
      Briefings & Approvals
      1 month
      Deployment
      12-18 months
      Form
      Core Team
      1 month
      Process Design
      4 months
      Review
      1 month
      Deployment
      12-18 months
      Initiation
      1 month
      Process Spiral Cycle Time: 1 ½ - 2 Years
      Spiral Development Timeline
    • Separation of Process and Policy
      Current
      Future
      POLICY
      Based on ISO 20000 and CobiT
      (Executives & Process Owners)
      DoD Directives
      DFAR
      DISA PAC Instructions
      Speeds
      Staffing of
      Changes
      PROCESS
      Based on ITIL V3
      (Process Owners & Managers)
      DISA Circulars
      MOAs
      DoD Instructions
      PROCEDURES
      Become CONOPs & SOPs
      (Process Managers & Workers)
      DISA EUR Instructions
      DISA Instructions
      WORK INSTRUCTIONS
      Tool-specific content
      (Workers & Vendor Documentation)
      CJCSIs
      DISA CONUS Instructions
    • Accomplishments to Date
      Mar 2008: Formed Service Management Process Working Group (SMPWG) to coordinate process improvements
      Jun 2008: DISN Strategic Vision and targeted initiatives approved
      Dec 2008: Formed the Executive ITSM Governance Board (EIGB)
      May 2009: Began separation of policy, process, and procedural documentation to streamline approvals and updates
      Jun 2009: First performance based, firm-fixed price contract
      July 2009: Began ITIL V3 training globally
      Aug 2009: Formalized structured Change Management
      Mar 2010: Formed ITSMO under Office of CIO
      April 2010: Designated Six Enterprise Process Owners and began spiral development under governance of ITSMO
      July 2010: Established new IT Governance structure
    • The Journey Continues
      Critical Success Factors
      PRIORITY:
      • Strong leadership advocacy and oversight
      • Dedicated ITSMO Director and PIO Chiefs
      • Single Process Ownership, empowered with enterprise-wide authority
      • Resource Commitments: People, Time and Monies
      • Standardized and integrated process workflow systems
      • Enterprise-wide acceptance and utilization of Governance
      • Planned and unified communications
      • Continuous Improvement instilled in culture
      2010:
      Initial process workflow automation
      Improved IT Asset Management audit compliance
      Enterprise Knowledge Management strategy
      2011:
      Strengthened IT Governance
      Centralized Service Desk
      Consolidated Service Catalog
      $5B performance-based contracts
      2012:
      Improved Fiscal transparency
      Rapid Agile Provisioning
      Business Intelligence Competency Center
      Cloud Computing
    • Adamantly refuse to provide an ROI during process design but insist on one for all process improvements.
      It is not always necessary to grab hearts and minds first – the results will do that on their own.
      Seize any opportunity to realize a quick win with passion.
      Assume no one communicates – take charge of all communications.
      It’s a waste of resources to conduct detailed As-Is baselines – maintain razor-sharp focus on the target.
      It’s sometimes less painful to modify processes to accommodate out-of-the-box toolset capabilities.
      ITIL Training is not for everyone. Leave Process design and terminology to the experts. ITIL in Stealth Mode has merits.
      "In war, only the simple succeeds.”
      - Field Marshal Paul Von Hindenburg
      Lessons From the Trenches
    • “You are the people who stand on the very front line between freedom and fear.
      You stand against an evil that cannot be appeased, cannot be ignored and it must certainly not be allowed to win.”
      • Former Secretary of Defense Donald H. Rumsfeld