Successfully reported this slideshow.

ITIL & CMMI for Services

20,024 views

Published on

Presented by Mr Goh Boon Nam, Chief of New Initiatives and Strategic Planning, NUS-ISS

Published in: Technology, Business

ITIL & CMMI for Services

  1. 1. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL & CMMI for Services 1 Singapore Computer Society 4 Sep 2013 Please see Acknowledgements & Notices in second last slide
  2. 2. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. My Organisation • Institute of Systems Science www.iss.nus.edu.sg • Part of National University of Singapore • Support national IT competency development needs • Faculty of practitioners from industry with average of more that 15 years experience each • Caters to working IT professionals – Post-Graduate Programmes – Executive Programmes – Industry Research – Consulting (CMMI, Enterprise Architecture etc) • Official Partner of • ISS credentialed to conduct CMMI advisory and appraisal services 2
  3. 3. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. About Myself 3 ITIL Expert, TOGAF 9 Enterprise Architect, CITPM (Senior), COMIT, CGEIT, Chartered IT Professional  20 years of IT management experience  Process Improvement  Enterprise Architecture and Planning  IT Operations  Application Development  Consultancy for private and public sector  CMMI  Enterprise Architecture Goh Boon Nam Chief, New Initiatives Institute of Systems Science
  4. 4. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL 4
  5. 5. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL - Agenda • Why ITIL? • ITIL® 26 management processes • Service Operations • Service Transition • Service Design • Service Strategy • Continual Service Improvement • Summary 5
  6. 6. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Why ITIL? (1) • Imagine an IT project developed and put into production • Is the project a success if: – Teething problems of the “live” project are not resolved promptly as they occur? – Cutover is at a critical period and causes unforeseen incidents in your system and other systems? – Cutover was too big to manage and caused too many incidents? – System availability does not meet the SLA requirements? – Response time is below SLA requirements? – Customer is not satisfied with the project? – Project is not aligned to overall business needs? 6
  7. 7. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. • IT Service Management (ITSM) can complement Project Management to help ensure success of a project • ITIL is the international best practice for ITSM 7 http://itsminfo.com/2012-itil-exam-statistics/2012itilfound4/ Why ITIL? (2)
  8. 8. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL – 26 Management Processes 8 Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  9. 9. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Operations • How to know if any incident occurred or may occur? • How to resolve incident and quickly restore normal service? • How to prevent incidents from happening again? • How to handle requests (e.g. enquiries) so as to keep users satisfied? • How to ensure that the correct security access given to users? 99 Event Management Incident Management Problem Management Request Fulfilment Access Management Service OperationManage project / service when it goes “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  10. 10. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Event Management • Best practice process to know early – When incident occurs – Or before incident even occurs • Best practice concepts – Different types of events • Exception • Warning • Informational – Event correlation & filtering – Relevant actions to take • Automated • Manual 10 © Crown Copyright 2011 Reproduced under license from the cabinet office
  11. 11. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Incident Management • Best practice process to quickly restore normal service • Best practice concepts – Service desk as single point of contact – Emphasis on restoring normal service as quickly as possible – Use of Known Error Database • Recorded resolutions • Or else workarounds – Prioritisation – Escalation • Functional • Management – Logging & Categorisation – Normal & Major Incidents 11 © Crown Copyright 2011 Reproduced under license from the cabinet office
  12. 12. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Problem Management • Best practice process to prevent incident happening again • Best practice concepts – Type of problem mgt • Reactive • Proactive – Problem analysis techniques – Prioritisation – Root cause identification & resolution 12 http://www.ite.edu.sg/wps/portal/FullTimeCBS/?WCM_GLOBAL_CONTEXT=/wps/wcm/conn ect/itecontentlib/stecoursecatalog/staallcourses/stafulltime/a00d958044482219a755f702288 55d43 © Crown Copyright 2011 Reproduced under license from the cabinet office
  13. 13. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Request Fulfillment • Best practice process to satisfy user requests – Small changes – Enquiries • Best practice concepts – Standard change – Request models (standard procedures for common requests) – Self-service – Request status tracking – Prioritisation – Approvals 13 https://demochannel.service-now.com/navpage.do © Crown Copyright 2011 Reproduced under license from the cabinet office
  14. 14. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Access Management • Best practice process to control user security access • Best practice concepts – Identity – Roles – Service groups – Avoidance of role conflicts – Identity Status • Job changes • Promotion or demotions • Transfers • Resignation or death • Retirement • Disciplinary action • Dismissals 14 © Crown Copyright 2011 Reproduced under license from the cabinet office
  15. 15. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Transition 15 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Manage service when it is “live” Manage service before it is “live” to ensure it works well when it is “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  16. 16. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Transition • Service Transition – Transition of service to production – Causes change to production environment – Gives rise to high risk of incidents/ problems – Need to manage transition well to minimise risks 16
  17. 17. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Transition • How to control changes across all systems? • How to document components so as to assess change impact? • How to evaluate impact of change? • How to scope and phase the release to a manageable scope? • How to test that the system is ready for deployment • How to document relevant knowledge for reuse? • How to plan for the overall transition to production? Service Transition Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 17
  18. 18. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Change Management • Best practice process to control changes across all systems in the enterprise • Best practice concepts – Change advisory board (CAB) – Change schedule – Remediation planning – Normal change – Emergency change – Emergency CAB – Standard change 18 © Crown Copyright 2011 Reproduced under license from the cabinet office
  19. 19. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Asset and Configuration Management • Best practice process to keep track of customers, services, components and their relationships • Best practice concepts – Service assets – Configuration items – Relationships – Configuration baseline 19 © Crown Copyright 2011 Reproduced under license from the cabinet office
  20. 20. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Change Evaluation • Best practice process to evaluate impact of change to whole environment in terms of – Intended and unintended effects – Whether performance meets requirements • Best practice concepts – Unintended effects – Risk Profile – Deviations – Predicted Performance vs Customer Requirements – Actual Performance vs Customer Requirements 20 © Crown Copyright 2011 Reproduced under license from the cabinet office
  21. 21. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Release & Deployment Management • Best practice process to plan and carry out the actual release to production while protecting the integrity of existing systems • Best practice concepts – Release windows – Big Bang option – Phased approach – Early Life Support 21 © Crown Copyright 2011 Reproduced under license from the cabinet office
  22. 22. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Validation & Testing • Best practice process to ensure project meets the needs of the business (validation) and meets the requirements/design (verification) 22 © Crown Copyright 2011 Reproduced under license from the cabinet office
  23. 23. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Knowledge Management • Best practice process to ensure knowledge is prepared to help in managing the service 23 © Crown Copyright 2011 Reproduced under license from the cabinet office
  24. 24. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Transition Planning and Support • Best practice process to ensure that the various processes for Service Transition are planned in an integrated manner and work well together to make the transition as smooth as possible 24 © Crown Copyright 2011 Reproduced under license from the cabinet office
  25. 25. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Design 25 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Manage service when it is “live” Manage service before it is “live” to ensure it works well when it is “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  26. 26. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Design 26 • Service Design – Emphasis on areas that • Will affect actual performance in production • But usually not sufficient attention given in conventional design – Not just technical measures but also management measures – Not just for design phase but also for subsequent operations phase
  27. 27. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Design • How to ensure project will be able to meet the availability SLAs? • How to ensure project will be able to meet the capacity/response SLAs? • How to ensure project is able to cater to disasters? • How to ensure that project is secure? • How to “design” and manage the supplier relationship to ensure good service? • How to arrive at a workable SLA to design against and how to manage the SLA? • How to design and manage the catalogue to inform customers/users of the service being implemented? • How to coordinate all the above processes? Service Design Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Design coordination Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 27
  28. 28. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Availability Management • Best practice process to ensure availability meets agreed targets in cost effective manner 28 © Crown Copyright 2011 Reproduced under license from the cabinet office Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  29. 29. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Capacity Management • Best practice process to ensure capacity and response-time performance meets agreed targets in cost effective manner 29 © Crown Copyright 2011 Reproduced under license from the cabinet office
  30. 30. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. IT Service Continuity • Best practice process to support business continuity through continuity of required IT services in the event of a disaster 30 © Crown Copyright 2011 Reproduced under license from the cabinet office
  31. 31. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. IT Security Management • Best practice process to ensure IT security matches the agreed needs of the business 31 © Crown Copyright 2011 Reproduced under license from the cabinet office
  32. 32. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Supplier Management • Best practice process to ensure suppliers support the needs of the business and meet their contractual commitments 32 © Crown Copyright 2011 Reproduced under license from the cabinet office
  33. 33. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Level Management • Best practice process to ensure IT services are delivered to agreed achievable targets. 33 © Crown Copyright 2011 Reproduced under license from the cabinet office
  34. 34. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Catalogue Management • Best practice process to ensure single, accurate and updated source of information on IT services that are operational or going to be 34 Some rights reserved by Charles Haynes http://www.flickr.com/photos/haynes/3944396470/ https://itservices.uchicago.edu/service-catalog
  35. 35. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Design Coordination • Best practice process to ensure that the various processes for Service Design are planned in an integrated manner and work well together 35 © Crown Copyright 2011 Reproduced under license from the cabinet office
  36. 36. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Strategy 36 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Ensure services or projects are done well Plan right services or projects to do and ensure they get done Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  37. 37. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Strategy • How to maintain good relationship with customer to understand their needs and ensure their satisfaction? • How to understand and influence customer demand for each service? • How to analyse and manage the finances of IT services? • How to analyse, plan and oversee the high level strategies for IT services? • How to select the right services to implement and to oversee their implementation? Service Portfolio Management Demand Management Financial Management Service Strategy Strategy Management for IT services Business Relationship Management Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 37
  38. 38. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Business Relationship Management • Best practice process to maintain good relationship with the customer to – understand his needs – so as to keep him satisfied Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 38
  39. 39. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Demand Management • Best practice process to – Understand the customer’s changing demand for each service – Influence the demand © Crown Copyright 2011 Reproduced under license from the cabinet office 39
  40. 40. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Financial Management • Best practice process for financial management – including budgeting, securing funding, accounting and charging of services. © Crown Copyright 2011 Reproduced under license from the cabinet office
  41. 41. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Strategy Management for IT Services • Best practice process to strategize how a service provider will enable an organization to achieve its business outcomes. © Crown Copyright 2011 Reproduced under license from the cabinet office 41
  42. 42. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Portfolio Management • Best practice process to decide and oversee the implementation and operation of the suite of services to provide for the customer. © Crown Copyright 2011 Reproduced under license from the cabinet office 42
  43. 43. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL – 26 Management Processes 43 Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  44. 44. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg Continual Service Improvement 44 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office © Crown Copyright 2011 Reproduced under license from the cabinet office
  45. 45. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. IT Service Management • Imagine an IT project developed and put into production • With IT Service Management: – Teething problems of the “live” project resolved promptly – Cutover is done at most optimal point where less impact with other systems and impact well managed – Cutover scope at right size to manage well – System availability meets the SLA requirements – Response time meets SLA requirements – Customer is satisfied with the project as it meets his needs – Project is well aligned to overall business needs 45
  46. 46. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL Individual Certification 2 3 3 3 3 3 4 4 4 4 5 OSA – Operational Support and Analysis PPO – Planning, Protection and Optimization RCV – Release, Control and Validation SOA – Service Offerings and Agreements 46
  47. 47. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI for Services 47
  48. 48. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. What do these organisations have in common? https://sas.cmmiinstitute.com/pars/pars.aspx 48
  49. 49. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. What do these organisations have in common? https://sas.cmmiinstitute.com/pars/pars.aspx 49
  50. 50. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Isn’t CMMI only for Application Development? CMMI for Development since 1993 (as CMM) CMMI for Services since 2009 CMMI for Acquisition since 2002 (as CMM) 50
  51. 51. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda  CMMI for Services – Key features • Milestones for organisation IT Service Management achievements – CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management – CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 51
  52. 52. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. What is CMMI for Services? Key Features • For Organisations rather than for Individuals – Eg. Organisation maturity / capability level appraisal vs Individual certification • States the “Whats” rather than the detailed “Hows” – Detailed “Hows” provided by ITIL and other sources • CMMI has 24 Process Areas – (ITIL has 26 Processes) • Caters to official appraisals & published appraisal results – https://sas.cmmiinstitute.com/pars/ pars.aspx 52
  53. 53. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. What is CMMI for Services? Key Features • Well-known for its 5 Levels of Maturity • Complements ITIL as it includes recognition not just for – IT service management capabilities but also recognition for – institutionalisation and maturity of capabilities as well as optional extensions for – project & work management capabilities – quantitative process control capabilities (such as use of 6-sigma type of techniques) • Explicitly designed to be usable for non-IT services also, or for mixed IT cum non-IT services • Free (CMMI for Services – best practice model document 508 pages) - http://cmmiinstitute.com/resource/cmmi- for-services-version-1-3/ http://cmmiinstitute.com/cmmi-solutions/cmmi- appraisals/cmmi-levels/ 53
  54. 54. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Is CMMI the only way to recognise an organisation for IT Service Mgt? • There is also the ISO20000 certification • Caters to official audits and & listing of Certified Organisations – http://www.isoiec20000ce rtification.com/home/ISO CertifiedOrganizations/ISO CountryListings.aspx One of the many Registered Certification Bodies who audits and certifies Listing of ISO20000 Certified Organisations 54
  55. 55. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Why the need to work at the Organisational level? Mature Service Management Organisation ? Capable Processes ? Is having staff trained and certified sufficient? 55
  56. 56. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Possible to immediately become a mature service management organisation? • Is it possible to straightaway become an excellent service management organisation? • ITIL has 26 process areas – possible to implement all of them at same time? • ISO20000 is an all-or-nothing certification – All of ISO20000 must be complied with – else no certificate – See later slide of what are the ITIL processes in ISO20000 • Is there some other way to set milestones for progressive implementation and get recognition along the way? 56
  57. 57. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements  CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management – CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 57
  58. 58. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (1a) via: Capability Levels [Continuous Representation] Choose which CMMI Process Areas (PA) you wish to start on and the Capability Level (CL) you want each PA to achieve? Eg. Process Area (PA) #1 – Capacity & Availability Management #2 – Incident Resolution & Prevention #3 – Service Continuity Management etc.. http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ #1 #2 #3 etc.. 58
  59. 59. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Choice of Process Areas Service Delivery (i.e. SLM) Strategic Service Management Capacity & Availability Management Incident Resolution & Prevention Service System Transition Service Continuity Service System Development Risk Management Requirements Management Work (Project) Planning Work (Project) Monitoring & Control Measurement & Analysis Process & Product Quality Assurance Configuration Management Process Areas related to IT Service Management Process Areas related to Work (Project) Management Supplier Agreement Management 59
  60. 60. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Example of a CMMI Process Area • SG 1 Prepare for Incident Resolution and Prevention – SP 1.1 Establish an Approach to Incident Resolution and Prevention – SP 1.2 Establish an Incident Management System • SG 2 Identify, Control, and Address Individual Incidents – SP 2.1 Identify and Record Incidents – SP 2.2 Analyze Individual Incident Data – SP 2.3 Resolve Incidents – SP 2.4 Monitor the Status of Incidents to Closure – SP 2.5 Communicate the Status of Incidents • SG 3 Analyze and Address Causes and Impacts of Selected Incidents – SP 3.1 Analyze Selected Incidents – SP 3.2 Establish Solutions to Respond to Future Incidents – SP 3.3 Establish and Apply Solutions to Reduce Incident Occurrence Incident Resolution & Prevention: Process Area Specific Goal Specific Practices *Example work products *Sub-Practices ( * - Not shown here ) 60
  61. 61. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (1b) Capability Levels [Continuous Representation] http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ #1 #2 #3 etc.. Capacity & Availability Management Incident Resolution & Prevention Service Continuity Management CL0 – Incomplete Not comply fully with specific goals of PA CL1 – Performed Process fully comply with CMMI specific goals of PA but through individual expertise (“all in his head”) CL2 – Managed Fully comply through sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only) CL3 – Defined Fully comply and have organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”) 61
  62. 62. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CL2 Details • CL2 means these are done – Policy – “Thou must do process” (What to do) – Plan the process (How to do) – Provide resources – Involve process stakeholders – Define roles and responsibilities – Training on the process – (Do the process) – Monitor and control the process – Control (eg. version control) of process deliverables – Review with management on the process – Quality audit the process Achieve above for Incident Resolution & Prevention process area and your organisation will be recognised as CL2 for IRP 62
  63. 63. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CL3 Details • CL3 means these are done – All of CL2 + – Have organisation-level standard process for sub- units to plan & tailor their process from • Rather than no guidance and each sub-unit has to plan a process on their own – Collect lessons learnt, good examples, measurements etc at an organisation level to help in process improvement Organisational Standard Process + Tailoring Guidelines Eg. ABC Pte Ltd Global Standard for Incident Resolution & Prevention Sub-unit 1 Tailored Process Sub-unit 2 Tailored Process Sub-unit 3 Tailored Process Eg. Singapore Eg. China Eg. Thailand What if you don’t have global standard but each sub-unit has its own standard? 63
  64. 64. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management  CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 64
  65. 65. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (2a) Second method of recognition via: Maturity Levels [Staged Representation] CMMI will specify certain Process Areas (PA) required for each Maturity Level (ML)? There is no choice of PA here but there are progressive milestones provided. ML2 – 8 specified PAs required ML3 – 12 more PAs required ML4 – 2 more PAs required ML5 – 2 more PAs required http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ Not appraised 8 specified PAs 12 more PAs 2 more PAs 2 more *My personal recommendation – Start with CL, then later change to ML, if desired 65
  66. 66. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (2b) Maturity Levels [Staged Representation] http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ Not appraised 8 specified PAs 12 more PAs 2 more PAs 2 more ML1 – Initial Adhoc, Chaotic – any success due to individual expertise (“all in his head”) ML2 – Managed Sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only). Basic processes catered for. ML3 – Defined Organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”). Advanced processes catered. ML4 – Quantitatively Managed See next few slides ML5 – Optimizing See next few slides 66
  67. 67. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (2c) Measure (eg. Performance, Effort, Duration etc) Eg. Duration to Provision (create) a New Virtual Server (eg, Jan, Feb, Mar etc) 4 Hr Natural (Statistical) Process Variation Upper Control Limit Lower Control Limit CMMI Maturity Level 4 Quantitatively Managed 5 Hr 3 Hr CMMI does NOT dictate the quantitative management method to use. The above is just one of the possible methods. Average What is the meaning of CMMI Maturity Level 4’s “Quantitatively Managed”? 67
  68. 68. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (2c) Measure (eg. Performance, Effort, Duration etc) Average Eg. Duration to Provision (create) a New Virtual Server 4 Hr Natural (Statistical) Process Variation Upper Control Limit Lower Control Limit CMMI Maturity Level 4 Quantitatively Managed 5 Hr 3 Hr (eg, Jan, Feb, Mar etc) CMMI does NOT dictate the quantitative management method to use. The above is just one of the possible methods. 68 Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process- control-to-ensure-your-deliverables-are-of-acceptable-quality/157
  69. 69. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (2d) At ML4, organisations know quantitatively when their processes are going out of control and will take appropriate corrective actions What about ML5? 69 Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process- control-to-ensure-your-deliverables-are-of-acceptable-quality/157
  70. 70. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI recognition of progress in service management achievement (2e) In Control Adapted from: http://advmgmt.net/2011/06/02/control-charts/ ML4 Quantitatively Managed Maturity Level 5 Optimizing Quantitative Process Analysis & Improvement Improved Process 70
  71. 71. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI for Services 24 Process Areas (1) http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ Not appraised 8 specified PAs 12 more PAs 2 more PAs 2 more What are the CMMI Process Areas for each level? 71
  72. 72. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI for Services 24 Process Areas (2) Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf Service Delivery Strategic Service Management Capacity & Availability Management Incident Resolution & Prevention Service System Transition Service Continuity Service System Development Organisational Process Focus Organisational Process Definition Organisational Training Integrated Work (Project) Management Decision Analysis & Resolution Risk Management Requirements Management Work (Project) Planning Work (Project) Monitoring & Control Measurement & Analysis Process & Product Quality Assurance Configuration Management Organisational Performance Management Causal Analysis & Resolution Organisational Process Performance Organisational Work (Project) Performance Note large overlap with CMMI for Devt Core to all 3 CMMI 72
  73. 73. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques)  Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 73
  74. 74. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI Process Areas maps to most of the ITIL Processes (1) ITIL Process CMMI Process Area/s “Strategy Management For IT Services” Strategic Service Management “Service Portfolio Management” Strategic Service Management “Financial Management For IT Services” minor coverage in - Work Planning, Work Monitoring & Control “Demand Management” Strategic Service Management, Service System Development “Business Relationship Management” Strategic Service Management, Service System Development Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Strategy 74
  75. 75. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI Process Areas maps to most of the ITIL Processes (2) ITIL Process CMMI Process Area/s “Design Coordination” Service System Development “Service Catalogue Management” Strategic Service Management “Service Level Management” Service Delivery “Availability Management” Capacity and Availability Management “Capacity Management” Capacity and Availability Management “IT Service Continuity Management” Service Continuity “Information Security Management” [* catered by another SEI model called CERT®-Resilience Management Model] “Supplier Management” Supplier Agreement Management Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Design 75
  76. 76. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. CMMI Process Areas maps to most of the ITIL Processes (3) ITIL Process CMMI Process Area/s “Transition Planning And Support” Service System Transition “Change Management” Requirements Management, Configuration Management “Service Asset And Configuration Management” Configuration Management “Release And Deployment Management” Service System Transition “Service Validation And Testing” Service System Development “Change Evaluation” Requirements Management, Configuration Management “Knowledge Management” Work Planning, Work Monitoring & Control Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Transition 76
  77. 77. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL Process CMMI Process Area/s “Event Management” Incident Resolution and Prevention “Incident Management” Incident Resolution and Prevention “Request Fulfilment” Service Delivery “Problem Management” Incident Resolution and Prevention, Causal Analysis and Resolution “Access Management” [* catered by another SEI model called CERT®-Resilience Management Model] CMMI Process Areas maps to most of the ITIL Processes (4) Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Operation 77
  78. 78. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL Process CMMI Process Area/s “The Seven-step Improvement Process” Work Monitoring & Control, Measurement & Analysis, Organisation Process Focus, Organisation Process Definition, Organisation Training, Organisation Process Performance, Quantitative Work Management Organisation Performance Management, Causal Analysis and Resolution CMMI Process Areas maps to most of the ITIL Processes (5) Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Continual Service Improvement 78
  79. 79. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL  Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 79
  80. 80. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ISO 20000 Overview http://itservicemngmt.blogspot.sg/2007/05/itil.html 80
  81. 81. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000  Possible criteria for use of CMMI for Services 81
  82. 82. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Summary • Organisations may want to consider CMMI for Services if they – Wish to move IT service management beyond just individual staff capability to organisational capability and maturity – Wish to have guidance and recognition while progressively adopting IT service management – Have non-IT services or mixed IT and non-IT services – Find ISO20000 not fully applicable to them – Want not just recognition for IT service management but also for other areas e.g. work & project management and perhaps, 6-sigma type of quantitative process management – Already have ISO20000 but would like the additional visibility that CMMI recognition can bring it – Already have CMMI for Devt and would like to extend to Services 82
  83. 83. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. For Further Information • For further details on ITIL Foundation course – http://www.iss.nus.edu.sg/ProfessionalCourses/SearchC ourse/CourseDetail/tabid/267/cid/33/cname/nicf-itil-v3- foundation-for-it-service-management/Default.aspx • For other related courses: – http://www.iss.nus.edu.sg/ProfessionalCourses/CourseC atalogue.aspx • For other information: – Please refer to: • http://www.iss.nus.edu.sg/ – Or email Goh Boon Nam at: • issgbn@nus.edu.sg 83
  84. 84. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Acknowledgements & Notices • CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University • ITIL® and PRINCE2® are registered trade marks of the Cabinet Office • The Swirl logo™ is a trade mark of the Cabinet Office • Quoted text is from ITIL® Service Strategy, ITIL® Service Design, ITIL® Service Transition, ITIL® Service Operation and ITIL® Continual Service Improvement all © Crown Copyright 2011. Reproduced under licence from the Cabinet Office. • © 2013 NUS unless otherwise stated.
  85. 85. © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. The End 85

×