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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 Presentation Transcript

  • 1. Department of Defense
    Defense Information Systems Agency
    Drew Jaehnig
    DISA ITSM Office
    itSMF USA Fusion Conference
    September 2010
  • 2. 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
  • 3. 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. 4
  • 5. “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
  • 6. 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
    • 7. Critical Infrastructure
    • 8. Enterprise Services
    • 9. Global Capacity
    Setting the Conditions for the Next Engagement
    Dynamic, Asymmetric Challenges
    6
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. “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
  • 14. 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
  • 15. 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
  • 16. 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
    • 17. Govern improvement efforts
    • 18. Convergence across agency
    • 19. Unified communications
    • 20. Obtain resources
    • 21. Monitor and reporting
    DISA CIO
    DISA ITSMO
    Process
    Spiral
    Development
    Compliance
    & Inspection
    Strategy
    And Policy
    Quality
    Management
    Strategic
    Communications
    DISA’s ITSM Office
  • 22. 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
  • 23. 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
  • 24. 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
  • 25. 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
  • 26. 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
  • 27. 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
  • 28. 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
  • 29. 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
  • 30. The Journey Continues
    Critical Success Factors
    PRIORITY:
    • Strong leadership advocacy and oversight
    • 31. Dedicated ITSMO Director and PIO Chiefs
    • 32. Single Process Ownership, empowered with enterprise-wide authority
    • 33. Resource Commitments: People, Time and Monies
    • 34. Standardized and integrated process workflow systems
    • 35. Enterprise-wide acceptance and utilization of Governance
    • 36. Planned and unified communications
    • 37. 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
  • 38. 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
  • 39. “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