Tml Deployment Strategy Overview V 1

294 views
238 views

Published on

Paper presented on ITSM Transformation as part of the ICMG 2010 Enterprise and IT Architecture Excellence Award for ITSM

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
294
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Tml Deployment Strategy Overview V 1

  1. 1. Demand Driven, Service Oriented, CIOE Management framework for aligning Business Strategy Managerswith OPS & IT Managers in a Secure, Managed Outsourced; environment
  2. 2. Don’s Ideal World2
  3. 3. But everyone knows Pigs don’t FLY !! 3
  4. 4. What is Service OrientedArchitecture?
  5. 5. Restaurant Service Model 5
  6. 6. Restaurant Service Model 6
  7. 7. Restaurant Service Model 7
  8. 8. Restaurant Service Model 8
  9. 9. Restaurant Service Model 9
  10. 10. CIO Enterprise Evolution Research Objective 1. IT Group Role in the CorporationProjects for Project initiated Pervasive IT Delivery IT Service DeliverySpecific Pain by CEO / Exec IT Tools Organization Organization Reporting to Finance Managed by 2.Security & Reliability Risks to the Corporation COO-CIO Project Project Teams Espionage Preceding Risks & All Preceding risks Engineers & Users Impact Virus, Impact Malicious Intent, With Impact onImpact on on Project areas on some Impact on Business Ops andApplication Business Areas Business Ops Strategic Objectives 3.Outsourcing – From doing it yourself to getting it done. Vendors Small adhoc IT IT Mgr & Team IT Delivery org IT Service Mgmt OrgWorking on Team managing Mini Computer, Managing application Managing Specific applications for LAN based Life Cycle & Networks Strategic Objectives projects Ac, Inventory, etc. Applications. Outsourcing with Non Core for Cost Arbitration Activities Outsourced
  11. 11. Evolving ICT Focus to a Service Focus11
  12. 12. The New World View –Demand driven Service Delivery Service Delivery Enterprise driven by Enterprise driven by the need to satisfy Technology stated and implied Delivery needs of customers, Based on Success factors of the Past employees, owners and society. Based on Success indicators of the 12 future
  13. 13. Model Specs• Scope – Aligning Business Strategy Managers with OPS & IT Managers in a managed; outsourced environment• Application Values – Achieve operational objectives for business process where ICT is an enabler – IT Group fully aligned to Operations. – Security embedding into the fabric of the system for transparent and automatic compliance to International Standards and statutory compliance requirements – Collaboration between all stake holders in establishing a Managing/Working Partner pair Configuration; resulting in vibrant consumer-side and supplier-side markets – Unified culture, specific to the requirements of the CIO Enterprise, integrating Business managers, Users, In-sourced and out-sourced staff operational and ICT staff.• Dimensions Addressed – People + Processes + Tools + Partnership
  14. 14. Using the ISO 20000International Standard as a PDCA based, Capability Improvement, Engine for CIOE OCD & QM
  15. 15. Top 10 Concerns of IT Managers1. Aligning IT strategy with business strategy2. Meeting business and user needs3. Coping with change4. Dealing with senior management5. Managing costs, budgets and resources6. Keeping up with technology7. Recruiting and retaining staff8. Time and resource management9. Infrastructure management10. Maintaining skills and knowledge 15
  16. 16. ISO 20000: 05 May be used by an organization which needs to Improve service through the effective application of processes to monitor and improve service quality. Section 1.e Scope ISO EC 20000-1:2005(E)16
  17. 17. ISO 20000 based on “Best Practice”• ISO • International Standards Organization• BSI • British Standards Institute• ITIL • IT Infrastructure Library• Benefits independent (of systems and/or platforms) flexible (also applicable outside IT) applicable worldwide applicable in companies, institutions, government 17
  18. 18. Service Management = The Objective Tree = Quality ORGANIZATION Flexibility Cost management BUSINESS PROCESSES IT SERVICE PROVISION effective organization SERVICE MANAGEMENT efficient ISO effective IT service provision 20000 efficient18
  19. 19. Demand Driven, Service Oriented, CIOE Management framework for aligning Business Strategy Managerswith OPS & IT Managers in a Secure, Managed Outsourced; environment
  20. 20. Toyota Service Delivery Model 20
  21. 21. TML’s Integrated IT LandscapeStake-holders Financial Business Customers Vendors Dealers Employees Institutions Partners COMMON HIGH SPEED NETWORK (WAN)ProcessesProcessesEnterpriseEnterprise Marketing Product Mfg. Planning Product Mfg., Product Intelligence Strategic Customer Concept Design & Vendor & Resource Distributio & Analysis Planning Support & Development Development Management nTools CAD/CAM CRM PDM MPM ERP SRM MES WEB KBE Information & Analysis INTEGRATED PRODUCT & PROCESS DATABASEFoundation IT SERVICE MANAGEMENT & IT INFRASTRUCTURE
  22. 22. TML Service Channels CAD/CAM, PLM – Crash, NVH, PLM, KBE, Full PLM, AdvancedDesign DMU, Durability PDM Vehicle DMU CAE Simulation Extended CAE, PDM Enterprise Sheet MetalManufacturing Tool Design, Forming GD&T Digital Factory Digital FactoryPlanning CNC Machining SimulationManufacturing Plant Specific Distributed ERP Single ERP MES, ERP, MES, SCM,Execution Applications SRM TelematicsSupply Chain Distributed ERP Single ERP ERP, SRM, VCM & Legacy ERP, SRMManagement E-Sourcing E-Sourcing SCMChannel VCM Dealers, VCM-Dealers, CRM-DMS, CRM-DMS & CRM-DMS & Legacy,Management Distributed ERP Distributed ERP Single ERP ERP ERPFinancial Plant Specific ERP,EVA ERP, SEM, Distributed ERP Single ERPManagement Application Tracking, CFM SOXHR Plant Specific Single Intranet Knowledge Single ERP ERP & ESSManagement Application Portal managementVehicle Legacy Legacy Integrated ERP Online VehicleFinancing Customer Insurance, Up- Systems Systems & CRM Financing selling 1998-2002 2002-2005 2005-2008 22
  23. 23. Planning & Implementing New or Changed Srv Planning & Implementing New or Changed Srv Planning & Implementing Service Delivery Planning & Implementing Service DeliveryAlignment Predictive Capacity OPS & IT Infrastructure Expense per transaction Base Line Year Profit Predictive Predictive Predictive Scalability Model Capacity Capacity Capacity Plans Plans PlansBusiness Strategy Center Revenue ICT Vision ICT Vision ICT Vision Targets Interim Plan End Year Objectives in % of Revenue Growth OPS & IT Infrastructure Expense per transaction Profit Center Profit Center Targets Profit Center Profit Center Interim Profit Center Profit Center Profit Center Profit Center Profit Center Profit Center Profit Center Profit Center ICT Enabled Business Process ICT Enabled Business Process
  24. 24. Evolving ICT Focus to a Service Focus24
  25. 25. Outsourcing RelationshipFlexMode aims for beneficial coexistence within an outsourced environment; owned, managed and controlled by the CIOE
  26. 26. CIOE & Supplier Relationship • Establishes roles, responsibilities and authorities for Managing/Working Partner configurations • Establishes clear ownership of Service Channel responsibilities in establishing and meeting Service Level Agreements • Sets and tracks performance objectives of Process Groups, Application Assembly Lines, Infrastructure Support Groups and Service Component providing suppliers • Demonstrates continual improvement in Quality, Reliability and Cost • Secures IT Assets in a systematic, effective and verifiable manner • Achieve effective ratio of Insourced to Outsourced employees to control Risks, Competency Availability and Cost Effectiveness, while arriving at a low head count of required core insourced roles26
  27. 27. Evolving ICT Focus to a Service Focus27
  28. 28. ISO 20000 ICT Service Management Proceses Information Security Service Management Continuity & Availability Capacity Management Management Budgeting & Accounting for Business Relationship for IT services Management Service Level Management Supplier ManagementService Reporting IT Infrastructure Incident Management Release Management Problem Management Change Configuration Management 28 Management
  29. 29. The Process Driven Organisation Establish a Management Process Change new or improved service CAD CAM KBE CAD CAM KBE Incident Management Process Sustain the Service MPM SRMCRM PDM ERP Problem Management Process Improve the Service Change Management Process Retire the Service the processes decide29
  30. 30. The Service Map Print A/CBusiness Process Statement Service • Service Level Mgmt Business User Application Interface • Capacity Mgmt • Configuration Mgmt • Availability Mgmt • Incident Mgmt Service Catalogue • Problem Mgmt SLA • Change Mgmt • Release Mgmt CTI CMDB • Service Reporting • Security Mgmt • Asset Mgmt Control DB • Budgeting & Accounting • BCP Dedicated Shared DB Server DAL App Comp Comp 30
  31. 31. CIOE Demand Driven SOA Profit Center Profit Center Profit Center Ops SupportCustomer Side The Service Desk – Single Point of Contact for IT users Application Service Assembly Lines Work Place Services Assembly Lines Service Channel L1 Service Channel L1Supply Side App Supplier A A A App Supplier L2 App Supplier D O App Supplier L2 E p p p e f p p p L3 s f L3 Infra Supplier M Infra Supplier Infra Supplier k A Infra Supplier a S S S T u Process support I Process support r r r Process support o t Process support L v v v p o Shared Infrastructure Shared Network Infra
  32. 32. ISO 20K SOA Process Onion Business, Supplier and People Relationship Process Owner Strategic Planning, Quality and Compliance Process Owner Service Delivery Process Owner Change Management Process Owner Service Support Process Owner OPS Support Service Desk Process Mgr Service Desk Process Mgr B&A Process Mgr Core Banking Application Vendor C&SA Process Mgr Service Channel A P A App CI App CI Infra Profit Center INC Process Mgr p R p p O p Support CMDB Process Mgr Infra CI Infra CI Group F S I S Infra CI Infra CI r L r v E v Shared Infrastructure HW Service SW Service Comp Vendor Comp Vendor Sup Process Mgr Shared Network Infra Profit Center SR Process Mgr PB Process Mgr REL Process MgrBRM Process Mgr CHG Process Mgr Profit Center SLM Process Mgr CAP Process Mgr SC&A Process Mgr ITS Process Mgr ISM Process Mgr MS Process Mgr SRM Process Mgr PRM Process Mgr
  33. 33. Evolving ICT Focus to a Service Focus33
  34. 34. BMC Remedy Architecture 34
  35. 35. Where are We Today?35
  36. 36. Business Service Mgmt Routes to Value 36
  37. 37. Proactive Incident and Problem Mgmt 37
  38. 38. Online Real Time Dashboards – Service Reporting
  39. 39. Online Real Time Dashboards – Incident Occurrence Trends100 80 Jan 60 Feb 40 Mar 20 Apr 0 Design Mfg Plan Mfg Exec SCM 39
  40. 40. Evolving ICT Focus to a Service Focus40
  41. 41. A view of the SOAconfigured in the CMDB
  42. 42. Service Agreement Flow TML Biz User Senior Owner User X User Y User Z (Branch) (RTO) (HQ) Expected Work Load Retail Business Marketing Availability SLA A SL SL A Application Manufacturing Wholesale Owner e.g. Profile Service Level Agreement CIOE TTL Exec Operations Finance Service Desk SPOC Service DeskManaging PartnerWorking Partner SLA UPC Service Level Manager Service Delivery Manager Basis Pillar Incident Coordinator Exec U ont nd ra C TML CIOE Exec TTL App Assy er ct Pi (U nn PC in ) & Support Mgr g System Application Manager (Unix servers) L1 Network ITSMG Incident L2 Manager Service L3 (ext.) UPC Map Pillar Exec HW Support MS Wintel support L3 (ext.) UPC SW Support L1 Workplace Services Incident L2 Manager Pillar Mgr UPC UPC L2 L1 Incident Manager IBM Infra Sup Pillar Exec L3 (ext.) L3 (ext.) L1 & L2 HW Support SW Support UPC L3 (ext.) UPC L3 (ext.) HW Support SW Support 42 3rd Pty Mgr L3
  43. 43. TML RemedyImplementationProposed Milestone Plan
  44. 44. Plan Scope & Objective• Establish a baseline implementation of Remedy BSM framework and associated tools, to Improve service through the effective application of processes to monitor and improve service quality 44
  45. 45. Planning Methodology• A lean approach has been adopted to ensure a very low time to market• Establish an evolutionary implementation cycle that allows the stake holders to establish a baseline• Improve the baseline in a cyclic steps; learning and consolidating lessons from each step ISO 20K used as the CIOE, Management Framework, Process Requirements Standard. 45
  46. 46. Milestones Phase 1 (2 months)• 1a Application Service Channel Configuration – Establish Service List and Prioritize – Establish Prototype Configuration Team – Establish Supply Side Physical CI Map using Discovery and update CMDB – Identify Support Architecture and agreements for Prototype Service – Identify Problem Register for above – Configure Prototype Demonstrator and approve – Complete Process Plans and train other Service Channel Staff for filling templates – Repeat above for all Services (based on Priority) – Train users and roll out to production 46
  47. 47. Phase 1 Value Realization1a Application Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Establish a baseline of the Service and its underlying CI,Accurate Visual View of making visible interactions between people, Processesthe Service Map; Logical framework, role based measurable objectives and mechanismsand Physical CI for monitoring and reporting. Establish the relationships between workload characteristicsSLA between Application and the predictive capacity plan for IT services and agree onOwners and CIOE the quality and cost of services provided. Identify, Establish, Track and improve agreements betweenUPC between Application the Application Assembly lines and the service componentService Assembly Lines providing Lead Suppliers and their 3rd Party suppliers toand Infrastructure ensure that the CIOE can meet the expectations of usersSupport Pillars agreed to in respective SLAs. Establish a baseline categorization that will act as a foundation for associating the business user view of the service to the components of the physical CI delivering a service component.Service and ProductCategorization Tree Provide a framework for conducting root cause analysis. The classification will be capable of isolating and highlighting opportunities for establishing reducing trends in incident occurrence, impacting on reduced costs, improved alignment 47 and service quality
  48. 48. Phase 1 Value Realization1a Application Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Eliminate costs and management bandwidth required for establishing traditional people based SPOC (Service Desk). Replace manual routing desk with a Technology based (IVR) system thereby eliminating the middleman between theService Desk with Tech application assembly line incident co-coordinators and theirSupport Desks as SPOC end users. Use the released capex and opex to establish a future proof VOIP based communication network across all TML operational locations Integrate Remedy with the IVR to ensure automatic recording and intelligent classification of Incident Tickets and Service Requests.Automated IncidentMgmt Process Flow Track the lifecycle of the tickets through multiple support groups spanning multiple suppliers as applicable. Establish mechanisms for collecting real-time data and publish dashboards 48
  49. 49. Phase 1 Value Realization1a Application Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Establish a pro-active problem management culture in theAutomated Problem application assembly lines by providing accurate data forManagement Process identifying errors that will be taken up for error control andFlow identification of work-around and structural fixes.Knowledge Management Establish process and provide training to all stakeholders forProcess Framework in creating, maintaining, improving and using knowledge capturedplace during various incident and problem resolution actions. Based on the thumb rule that 80% of the services are provided by 20% of the Application services, the project will establish real time dashboards for monitoring service delivery. Additionally data analysis which will enable problem managers80% of Services to easily identify improvement areas of maximum input will beMonitored made available. Standardized Review Reports will be provided. 49
  50. 50. Milestones Phase 1 (2 months)• 1b Work Place Service Channel Configuration – Establish Service List and Prioritize – Establish User CI Configuration Management Policies. – Establish Project Team for Desk Top Services, E-Mail, etc, – Establish Supply Side Physical CI Map using Discovery and update CMDB where applicable – Identify Support Architecture and agreements – Identify Problem Register for above – Configure Prototype Demonstrator and approve – Complete Process Plans and train other Service Channel Staff for filling templates – Repeat above for all Services (based on Priority) – Train users and roll out to production 50
  51. 51. Phase 1 Value Realization1b Work Place Service Channel Configuration Continued ………… Deliverable Value Realized by StakeholdersService Maps for Establish a baseline of the Service and its underlying CI,applications supported under making visible interactions between people, Processesworkplace services such as framework, role based measurable objectives andE-Mail and other Office mechanisms for monitoring and reporting.Automation Tools Establish the relationships between workloadService Level Agreements characteristics and the predictive capacity plan for ITand Service Catalogue for services and agree on the quality and cost of servicesWork Place Services provided. Identify, Establish, Track and improve agreementsUnderpinning Contracts with between infrastructure pillars and their 3rd Party suppliersService Component to ensure that the CIOE can meet the expectations ofproviders users agreed to in respective SLAs.Service Side Incident User recognizable service side categorization which can beCategorization mapped to mapped to Product Component Related CategorizationProduct Categorizations leading to 51
  52. 52. Phase 1 Value Realization1b Work Place Service Channel Configuration Continued ………… Deliverable Value Realized by StakeholdersAutomated Incident Flow Track Incident lifecycle through multiple support groups /process to track SLA and 3rd Party Vendors and raise relevant escalations.UPC ComplianceAutomated Problem Identify improvement areas based on Incident Analysis,Management Process flow to prioritse and manage problems, demonstrate effectivenesstrack Problem resolution and of problem resolutions by establishing a reducing trend ofeffectiveness incidents. Establish process and provide training to all stakeholdersKnowledge Management for creating, maintaining, improving and using knowledgeProcess Framework in place captured during various incident and problem resolution actions. Provide performance reports against SLA and support delivery.Service Reporting Track and report compliance against contracts with lead and 3rd Party suppliers. 52
  53. 53. Milestones Phase 1 (2 months)• 1c Remedy Service Channel Establishment – Identify Development Environment and establish. – Identify Production Environment and establish infrastructure plan. – Prepare Sustenance plan and establish Application Support Group for Remedy. – Prepare Train the trainer material for End users, Technical Users and Management 53
  54. 54. Phase 1 Value Realization1c Remedy Service Channel Establishment Deliverable Value Realized by StakeholdersDevelopment and TestEnvironment established and Ready for Prototype Configuration and Testingready to useProduction Environment Ready when prototype is completed for testing productionEstablished and ready environmentApplication Support Group Establish sustainability for continued operationsfor Remedy Established Central service Desk providing Single Point of Contact forService Desk acting as all services. Use of Technology Based SPOC routing ticketsSingle Point of Contact to technical service desks for Application andEstablished. Infrastructure supportTechnical Support Groups Technical Support Groups to provide Incident and Problemfor Application and Co-ordination and managementInfrastructure EstablishedTrain the Trainer MaterialReady and available Train the trainer material available for End Users, Technical Personal, 3rd Party suppliers and Managers. 54
  55. 55. Milestones Phase 2 (2 Months)• 2a. Establishing Capacity and Availability Processes – Establish Work Load Characteristics and identify infrastructure Capacity Components – Establish Capacity Plans and Trivoli integration for a selected service and create a prototype – Repeat above for all services – Train Users and Roll out – Establish Change Management Process and update open change tickets for small Changes (Less than 1 man month effort) and Change Projects – Transition to Sustenance Remedy Support Group 55
  56. 56. Phase 2 Value Realization2a Establishing Change Process Deliverable ValueProcess and Policies for Clarity in the change process, Prioritization and Approvalestablishing Closed Loop Mechanisms to establish and enhance business alignment andChange continual improvement in costs and quality of services.Small Change Ticket Establish lifecycle, tracking and reporting for small changesLifecycle ManagementEffective Impact Improvements in Impact analysis provided by the ViewsAnalysis available through the SOA configured in the CMDBEstablish a Forward Identify the Planned Shut down of services for maintenanceSchedule of Changes and improve availability trackingService Desk with TechSupport Desks as SPOCAutomated IncidentMgmt Process FlowAutomated ProblemManagement ProcessFlow80% of Services Out of the Box reportsMonitored 56
  57. 57. Phase 2 Value Realization2a Establishing Capacity and Availability Management Process Deliverable ValueWorkload Clarity on workload Characteristics their proposed growth, theCharacteristics and requirements for CI related capacities and the Scaling Matrixunderlying CI Capacity is available for prioritized services.Requirements identified.Tivoli integration and Tivoli based CI monitoring is established for Key CI for aboveautomated monitoring of services. System Generated Incident tickets and Servicecritical CI Failure broadcasts are established. Proactive Capacity Scaling plans are established to meetPredictive Capacity Plans growing business needs. The plan is tracked to ensure thatare established planned activities are done proactively to avoid downtime. Availability of services is tracked automatically giving accurateAvailability of Key CI is availability statistics for key CI and the Application Servicestracked and reported Provided through them. Periodic reports on Capacity Planning and Availability areStatus Reporting established and used in service reviews. 57
  58. 58. Milestones Phase 2 (2 Months)• 2b. Establishing Change Management Process – Establish Change Management Process and update open change tickets for small Changes (Less than 1 man month effort) – Establish Process for Large Change Projects – Prepare Prototype and Approve for Selected Service. – Prepare Train the trainer Material – Roll out to all Application and Infra support groups – Transition to Sustenance Remedy Support Group 58
  59. 59. Phase 2 Value Realization2a Establishing Change Process Deliverable ValueProcess and Policies for Clarity in the change process, Prioritization and Approvalestablishing Closed Loop Mechanisms to establish and enhance business alignment andChange continual improvement in costs and quality of services.Small Change Ticket Establish lifecycle, tracking and reporting for small changesLifecycle ManagementEffective Impact Improvements in Impact analysis provided by the ViewsAnalysis available through the SOA configured in the CMDBEstablish a Forward Identify the Planned Shut down of services for maintenanceSchedule of Changes and improve availability trackingLarge Project Establish Lifecycle models for project management and alignManagement to the Closed Loop Change Management in Remedy Create Small Changes and Project Status Dashboards, prepareStatus Reporting management information reports. 59
  60. 60. Milestones Phase 3 (2 Months)• Finalise Organisational Frame work• Finalise Balance Score Card objectives• Establish Metrics Plan• Review out of the box service reports based on Pilot data• Establish final Report formats• Create Dashboards• Establish Service Review Processes• Close Project 60
  61. 61. Phase 3 Value Realization3 Establishing Objective tracking to ensure unified culture Deliverable Value Organizational framework required to manage IT servicesUnified Organizational integrating multiple vendors into a single cultural processFramework in place oriented framework will be established.Measurable objectives Measurable objectives for various processes to ensuredesigned to focus on continual improvement in Business Alignment, Costs andContinual improvement Service Quality are identified and established at theintegrated with Balance corporate Balance Score Card LevelScore CardApplication Support and Objective Tracking, reviewing and action plans are establishedInfrastructure Support for each of the service Channels, the Application AssemblyChannels draw from Lines and the Infrastructure Support Pillars. All staffcorporate Balance Score performance reviews regardless of Insourced or OutsourcedCard are done in a unified manner. Performance Dashboards for tracking objectives isPerformance Dashboards established along with review mechanismsReward and Recognition Rewards and recognition schemes for outstanding performanceschemes is established. 61
  62. 62. Where to from here• Establish App Services Core Team• Make a list of Services• Prioritise – 20% of services 80% value• Create a Service Map for the services• Identify service for Prototype• Service CTI and Product CTI for Prototype 62
  63. 63. Thank You63

×