Disa Itsm V1.2

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ITIL at DISA

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  • Cultural shift in the IT Workforce.
  • Step 2 – Create vision for cross directorate implementation Identify Executive sponsor Communicate cross directorate authority Identify Process governance team (EIGB) Has cross directorate membership Establishes Policies Identify process steering committee Group to determine way ahead for overall process implementations Knowledgeable about legal & regulatory aspects of change Identify strategy for implementation going forward Identify which processes will go in initially Build on process dependencies to move forward
  • Finally, identify the people, systems, or upstream processes that supply the inputs. Take special note of any upstream process, do the inputs of this process match the outputs of the upstream process? List the suppliers on the diagram.
  • What Needs to be Accomplished to Achieve Success? Central CMDB Integrated Order Entry, Order Management, and CMDB solution Bi-directional Cross-Domain Solution Common Request Fulfillment workflow across all theaters of operation Measurable service delivery processes with end-end accountability and change control Data standards compatible with commercial industry From left to right, this slide illustrates the transition phases of the DISN Request Fulfillment System. Initially, there is an array of silo configuration databases and element management applications that do not share information. In addition, there is no real-time data integration between any of these legacy tools, resulting in complex operations, high sustainment costs, and ultimately poor delivery of services. Starting in FY06, investment resources were used to start the consolidation of CM databases through the acquisition and deployment of the IP Change and Configuration Management (IP CCM) tool, ArcSight NCP, that will provide a single CMDB for all IP managed devices.
  • Process and Procedures are intermingled with Policy and require 9-12 months to staff changes
  • Disa Itsm V1.2

    1. 1. Drew Jaehnig, Chief, Services Delivery Division, DISA Amy Speth, Executive Director, IT Service Management, Femme Comp, Inc. IT Service Management in DISA HDI Government Conference June 17, 2009
    2. 2. Session Objectives <ul><li>DISA Organization </li></ul><ul><ul><li>DISA Mission & Vision </li></ul></ul><ul><ul><li>DISA Organization Structure </li></ul></ul><ul><ul><li>ITSM Mission & Vision </li></ul></ul><ul><ul><li>ITSM Governance </li></ul></ul><ul><li>ITSM Process Reformation Approach </li></ul><ul><ul><li>Processes Currently Under Reformation </li></ul></ul><ul><ul><li>5-Phase Methodology </li></ul></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Progress Tracking </li></ul></ul><ul><li>Accomplishments and Next Steps </li></ul><ul><ul><li>Accomplishments </li></ul></ul><ul><ul><li>Challenges </li></ul></ul><ul><ul><li>Critical Success Factors </li></ul></ul><ul><ul><li>Lessons Learned </li></ul></ul><ul><ul><li>Way-Ahead </li></ul></ul>
    3. 3. <ul><li>Session 1 </li></ul><ul><li>DISA Organization </li></ul>
    4. 4. DISA Mission & Vision <ul><li>MISSION </li></ul><ul><li>The Defense Information Systems Agency is a combat support agency responsible for planning, engineering, acquiring, fielding, and supporting global net-centric solutions to serve the needs of the President, Vice President, the Secretary of Defense, and other DoD Components, under all conditions of peace and war. </li></ul><ul><li>VISION </li></ul><ul><li>We are the provider of global net-centric solutions for the Nation's warfighters and all those who support them in the defense of the nation. </li></ul>
    5. 5. DISA Lines of Operation <ul><li>DISA accomplishes it’s mission through 3 lines of operation: </li></ul><ul><ul><li>Enterprise Infrastructure </li></ul></ul><ul><ul><li>Command & Control and Information Sharing, and </li></ul></ul><ul><ul><li>Operate and Defend </li></ul></ul>
    6. 7. DISA ITSM Vision and Strategy <ul><li>‘ One DISA to our Customers’ </li></ul><ul><li>Adopt a comprehensive ITSM framework based on best practices to continuously improve and optimize Agency governance, organization, processes, and technologies </li></ul>
    7. 8. DISA ITSM Goals <ul><li>To better align IT services with mission requirements, enabling improved Warfighting capabilities </li></ul><ul><li>To optimize streamlined and repeatable IT processes, enabling agility to respond to rapidly changing requirements </li></ul><ul><li>To drive standardization and interoperability of data, systems and processes across DISA and with external customers </li></ul><ul><li>To optimize resource utilization in the provisioning of IT services while delivering agreed quality of service levels </li></ul><ul><li>To establish cost accountability and transparency related to the provisioning of IT services </li></ul><ul><li>To minimize risk to DISA related to regulatory and information assurance compliance </li></ul><ul><li>To provide visibility into IT service performance via meaningful process metrics </li></ul><ul><li>To adopt a common IT terminology in accordance with industry common language, enabling enhanced communications both internally and externally to DISA </li></ul>
    8. 9. DISA Goal: ISO/IEC 20000 <ul><li>Become eligible for ISO/IEC 20000 IT Service Management certification </li></ul><ul><li>ISO/IEC 20000 is the first international standard for IT Service Management </li></ul><ul><li>The standard enables IT service providers to identify how to enhance the quality of service they deliver to their customers, both internal and external </li></ul>
    9. 10. Shift to Value Shift the focus to the value of IT services provided Less More Technology Focus               Process and Value Focus &quot;Fire-Fighting“ MO               Preventative MO Reactive Support               Proactive Support End Users               Customers Who Derive Value Fragmented Effort               Centrally Managed Effort Isolated Activities, Silos               Integrated Activities, Enterprise-Wide &quot;One Off&quot;, Ad Hoc Processes               Repeatable, Accountable Processes “ Evolved” Processes of Multiple Adaptations               Formal and Structured Best Practices IT Internal Perspective               External Facing Perspective IT Operational Performance Focus               Service Level Performance Focus
    10. 11. IT Service Management Office Process Owner Process Owner Process Owner Principle ITSMO Director DISA IT Service Manager CSD IT Service Manager NS IT Service Manager GO IT Service Manager Other Service Managers
    11. 12. Levels of Authority
    12. 13. ITSM Governance DISA CAB EIGB Director (s) / Commander (s) Board of Directors Process Owner (s) Process Manager (s) Chaired by ITSMO Director Policies Processes CCBs Chaired by Change Management Chaired by Functional Managers Command Relationship Functional Process Relationship
    13. 14. <ul><li>Session 2 </li></ul><ul><li>IT Service Management </li></ul><ul><li>Process Reformation Approach </li></ul>
    14. 15. ITIL V3 Lifecycle Model
    15. 16. ITIL Processes Under Reformation
    16. 17. 5-Phased Approach Key Milestone Tracking Y Overall Indicator Previous Current B B B B Y G B Y B B B B Y G B R B G Y G G G G G Y G G G G G R G G G G G Y G G G G R R B B G G R R B Y Activity Dates Previous/New Previous Current Phase I Designate Process Owner Mar 1 09/TBD Conduct kickoff with Core Team Mar 20 09 Assess current & desired maturity levels Jun 23 08 Publish Process Charter May 29 09 / Jun 24 09 Gather Existing As-Is Documentation Apr 10 09 Baseline As-Is Process & Gap Analysis May 11 09 Phase II Publish Policy and Process Strategy Apr 24 09 Publish Workflow Diagrams and process inter-dependencies Jun 19 09 Map Functional Roles to Current Organization Jul 31 09 Publish RACI Matrix Apr 10 09 Select critical key performance indicators Jun 9 09 / TBD Publish phased implementation plan toward desired state Apr 13 09 Schedule regular IPRs Mar 10 09/TBD Activity Dates Previous/New Previous Current Phase III Complete phased data measurement plan Jun 30 09 Publish communications plan Jun 4 09 / TBD Business Case Analysis Jul 20 09 Publish Process Documentation Jun 26 09 Present Organizational recommendations Jun 26 09 Phase IV Complete training in functional roles Sep 12 09 Initiate performance reporting Jul 20 09 Implement Toolset Support Jun 19 09 Implement Process for Handling RFCs Jul 11 09 Phase V Publish Procedures Jul 11 09 Approve CSI initiatives Jun 29 09 Initiate Auditing & Compliance inspections Dec 1 09 On Schedule Missed Original Date R G At Risk of Delay Y Completed B
    17. 18. Integrated Communications Plan <ul><ul><li>DISA transformation articles in multiple venues </li></ul></ul><ul><ul><li>Process reformation program web page / newsletter </li></ul></ul><ul><ul><li>Weekly Quick Wins communications </li></ul></ul><ul><ul><li>Process training Road Shows </li></ul></ul><ul><ul><li>Presentations at DISA Customer Conference </li></ul></ul><ul><ul><li>Quarterly global process team IPRs (3 days) </li></ul></ul><ul><ul><li>Training in functional roles and tool usage </li></ul></ul><ul><ul><li>Director IPR </li></ul></ul><ul><ul><li>Global ITIL Foundations training </li></ul></ul>
    18. 19. Process Maturity Assessments <ul><li>Maturity is measured on the following scale: </li></ul><ul><ul><li>Level 1 – Initial </li></ul></ul><ul><ul><li>Level 2 – Repeatable </li></ul></ul><ul><ul><li>Level 3 – Defined </li></ul></ul><ul><ul><li>Level 4 – Managed </li></ul></ul><ul><ul><li>Level 5 – Optimizing </li></ul></ul><ul><li>Process maturity is assessed in five dimensions: </li></ul><ul><ul><li>Vision & Steering </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Culture </li></ul></ul>The in-cope processes were assessed to determine the current and target (2010) process maturity levels. The combination of maturity level and dimension allowed the project team to focus on those aspects of the processes that most need improvement
    19. 20. Initiation (Level 1) <ul><li>Definition: </li></ul><ul><li>The process has been recognized but there is little or no process management activity and it is allocated no importance, resources or focus within the organization. This level can also be described as ‘ad hoc’ or occasionally even ‘chaotic’. </li></ul>Area Attributes Vision and Steering Minimal funds and resources with little activity Results temporary, not retained Sporadic reports and reviews Process Loosely defined processes and procedures, used reactively when problems occur Totally reactive processes Irregular, unplanned activities People Loosely defined roles and responsibilities Technology Manual processes or a few specific, discrete tools (pockets/islands) Culture Tool and technology-based and driven with a strong activity focus
    20. 21. Awareness (Level 2) <ul><li>Definition: </li></ul><ul><li>The process has been recognized and is allocated little importance, resource or focus within the operation. Generally activities related to the process are uncoordinated, irregular, without direction and are directed towards process effectiveness. </li></ul>Area Attributes Vision and Steering No clear objectives or formal targets Funds and resources available Irregular, unplanned activities, reporting and reviews Process Defined processes and procedures Largely reactive processes Irregular, unplanned activities People Self-contained roles and responsibilities Technology Many discrete tools , but a lack of control Data stored in separate locations Culture Product and service-based and driven
    21. 22. Control (Level 3) <ul><li>Definition: </li></ul><ul><li>The process has been recognized and is documented but there is no formal agreement, acceptance or recognition of its role within the IT operation as a whole. However, the process has a process owner, formal objectives and targets with allocated resources, and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference. </li></ul>Area Attributes Vision and Steering Documented and agreed formal objectives and targets Formally published, monitored and reviewed plans Well-funded and appropriately resourced Regular, planned reporting and reviews Process Clearly defined and well-publicized processes and procedures Regular, planned activities Good documentation Occasionally proactive process People Clearly defined and agreed roles and responsibilities Formal objectives and targets Formalized process training plans Technology Continuous data collection with alarm and threshold monitoring Consolidated data retained and used for formal planning, forecasting and trending Culture Service and Customer-oriented with formalized approach
    22. 23. Integration (Level 4) <ul><li>Definition: </li></ul><ul><li>The process has now been fully recognized and accepted throughout IT. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defined, managed and has become proactive, with documented, established interfaces and dependencies with other IT process. </li></ul>Area Attributes Vision and Steering Clear direction with business goals, objectives and formal targets, measured progress Effective management reports actively used Integrated process plans linked to business and IT plans Regular improvements, planned and reviewed Process Well-defined processes, procedures and standards, included in all IT staff job descriptions Clearly defined process interfaces and dependencies Integrated Service Management and systems development process Mainly proactive process People Inter- and intra-process team working Responsibilities clearly defined in all IT job descriptions Technology Continuous monitoring measurement, reporting and threshold altering to a centralized set of integrated toolsets, databases and processes Culture Business focused with an understanding of the wider issues
    23. 24. Optimization (Level 5) <ul><li>Definition: </li></ul><ul><li>The process has now been fully recognized and has strategic objectives and goals aligned with overall strategic business and IT goals. These have now become ‘institutionalized’ as part of the everyday activity for everyone involved with the process. A self-contained continual process of improvement is established as part of the process, which is now developing a pre-emptive capability. </li></ul>Area Attributes Vision and Steering Integrated strategic plans inextricably linked with overall business plans, goals and objectives Continuous monitoring, measurement, reporting alerting and reviews linked to a continual process of improvement Regular reviews and/or audits for effectiveness, efficiency and compliance Process Well-defined processes and procedures part of corporate culture Proactive and pre-emptive process People Business aligned objectives and formal targets actively monitored as part of the everyday activity Roles and responsibilities part of an overall corporate culture Technology Well-documented overall tool architecture with complete integration in all areas of people, processes and technology Culture A continual improvement attitude, together with a strategic business focus. An understanding of the value of IT to the business and its role within the business value chain
    24. 25. Example Case Maturity Levels
    25. 26. Example Case Maturity Initiatives
    26. 27. Process Maturity by Process Example: Service Transition
    27. 28. Process Maturity by Discipline
    28. 29. Process Maturity Level Tracking Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10 Initiatives <ul><li>Vision and Steering </li></ul><ul><li>1. Develop Strategic Vision </li></ul><ul><li>2. Empower Process Owner </li></ul><ul><li>Publish Process Policies </li></ul><ul><li>Align reporting with Agency Goals </li></ul><ul><li>Review for continual improvement </li></ul><ul><li>People </li></ul><ul><li>1. ITIL Foundations Training </li></ul><ul><li>Functional Role Training </li></ul><ul><li>Formalize Roles & Responsibilities </li></ul><ul><li>Develop inter-Process teams </li></ul><ul><li>Strategic goals part of routine </li></ul><ul><li>Process </li></ul><ul><li>1. Identify gaps in as-is relationships </li></ul><ul><li>Document necessary activities </li></ul><ul><li>Procedures foster planned activities </li></ul><ul><li>Emphasize proactive Processes </li></ul><ul><li>Procedures part of the culture </li></ul><ul><li>Tools and Technology </li></ul><ul><li>Document workflow requirements </li></ul><ul><li>Evaluate and select tools </li></ul><ul><li>Record & consolidate data </li></ul><ul><li>Measure continuously & report </li></ul><ul><li>Integrate people & technology </li></ul><ul><li>Culture </li></ul><ul><li>Conduct road show </li></ul><ul><li>Move toward Service focus </li></ul><ul><li>Align Processes to Customer goals </li></ul><ul><li>Focus Services on Business issues </li></ul><ul><li>Continually improve, think strategically </li></ul>2010 Target: 4 2010 Target: 4 2010 Target: 4 2010 Target: 4 2010 Target: 3
    29. 30. COPIS Review Suppliers Inputs Process Outputs Customers Step 1 Step 2 Step 3 Step 4 Examples Data Parts Application Raw materials Examples Services Products Reports Metrics Raw data Examples Internal External Vendors Producers Management Upstream Process Examples Internal External Vendors End users Management Downstream Process
    30. 31. Process Workflow Diagrams Example: Release & Deployment
    31. 32. Roles & Responsibility Matrix Example: Change Management Legend: Responsible - do work to achieve an outcome from the process (one or more parties) Accountable - ultimately accountable for the completion of the outcome (one party per outcome) Consulted - opinions are sought throughout or at particular points in the process Informed - kept up-to-date on progress and outcomes Project Baseline Change Procedure   Change Process Owner Change Process Manager Program Manager Project Manager Service Manager IT Mgmt Enter RFC into tracking system   I A R C   Verify Basic Information is present A R C I Review Impact Analysis   A R C I C Review Test Plan/Results A R C I C Review Resource Requirements A R C I C Review Risk Analysis A R C I C Review Backout/remediation Plan A R C I Determine if Change is accepted or rejected   A/R I      
    32. 33. RACI Matrix Guidelines <ul><li>Roles clearly defined </li></ul><ul><li>Be clear what it is you are trying to chart </li></ul><ul><li>Determine the activities inherent in that process </li></ul><ul><li>Each activity should be short, concise and apply to a role or a need, rather than a specific person </li></ul><ul><li>There can only be one accountable role for an activity </li></ul><ul><li>Any role designated as an accountable role must have the authority within the organization to make the required decisions </li></ul><ul><li>Place accountability and responsibility at the lowest possible level, within the functional roles of the business process - Promotes empowerment within the process </li></ul><ul><li>Ensure that all of the roles understand the requirements of them and are capable of delivering the necessary items </li></ul><ul><li>Minimize the number of consulted and informed roles in the business process </li></ul><ul><li>Ensure there is no role which is only consulted or only informed </li></ul>
    33. 34. RACI Matrix Evaluation <ul><li>More then one A: only one role can be accountable </li></ul><ul><li>No As: at least one A must be assigned to each activity </li></ul><ul><li>More then one R: too many roles responsible often means that no one takes responsibility or that there is a duplication of efforts </li></ul><ul><ul><li>Responsibility may be shared, but only if roles are clear </li></ul></ul><ul><li>No Rs: at least one person must be responsible </li></ul><ul><li>Many Cs: Is there a requirement to consult with so many roles? What are the benefits and can the extra time be justified? </li></ul><ul><li>No Cs and Is: Are the communication channels open to enable people and departments to talk to each other and keep other up-to-date? </li></ul>
    34. 35. Methods & Procedures Tracking Example: Service Operation Menu Selection mm/dd/yy Closure mm/dd/yy Fulfillment mm/dd/yy Other Approvals mm/dd/yy Financial Approvals mm/dd/yy Request Fulfillment Process Owner: NS6 M&Ps:mm/dd/yy Access Management Request Access mm/dd/yy Verification mm/dd/yy Providing Rights mm/dd/yy Identify Status mm/dd/yy Logging & Tracing mm/dd/yy Removing/ Restricting mm/dd/yy Process Owner: NSC M&Ps:mm/dd/yy Standardization xxx xxxxx xx/xx/x Activity not Standardized xxx xxxxx xx/xx/x Activity Standardized M & Ps All M&Ps not Documented All M&Ps Documented Incident Management Identification mm/dd/yy Log/record mm/dd/yy Categorize mm/dd/yy Priortize mm/dd/yy Initial Diagnosis mm/dd/yy Escalate mm/dd/yy Investigate & Diagnose mm/dd/yy Resolution & Recovery mm/dd/yy Closure mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Event Management Occurrences mm/dd/yy Notification mm/dd/yy Detection mm/dd/yy Filtering mm/dd/yy Significance categorize mm/dd/yy Correlation mm/dd/yy Triggers mm/dd/yy Response Selection mm/dd/yy Review Actions mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Closure mm/dd/yy Problem Management Identify mm/dd/yy Log/record mm/dd/yy Categorize mm/dd/yy Prioritize mm/dd/yy Investigation & Diagnosis mm/dd/yy Decide on Workarounds mm/dd/yy Identification Of Known Errors mm/dd/yy Resolution mm/dd/yy Closure mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Review mm/dd/yy Correction Of Errors Found mm/dd/yy
    35. 36. Methods & Procedures Example: Request Fulfillment 1 of 2 Activities M&P Title Suspense Menu Selection Select Service / Enter Purpose   May 30 09 Menu Selection Get Existing Circuit Info   May 30 09 Menu Selection Enter Order/Request Info   May 30 09 Menu Selection Enter Requester Status and Ordering Authority   June 8 09 Menu Selection Enter Top-level Order Requirements June 15 09  Menu Selection Enter Required Authorizations and POCs June 15 09  Financial Approval Obtain Financial Approval June 30 09  Other Approvals Determine/Obtain Other Approvals June 30 09 Fulfillment Perform Pre-Fulfillment Request Quality Check June 11 09  Fulfillment Review and validate Request/Order June 11 09  Fulfillment Validate Request June 18 09  Fulfillment Coordinate with Requester June 4 09  Fulfillment Determine DISN and/or Non-Network Transport June 4 09 Fulfillment Determine Supportability and Transport Requirement June 4 09
    36. 37. Methods & Procedures Example: Request Fulfillment 2 of 2 Activities M&P Title Suspense Fulfillment Fulfill IP Service Requirements June 30 09 Fulfillment Fulfill Optical Service Requirements June 30 09 Fulfillment Fulfill Promina Requirements June 30 09 Fulfillment Fulfill ATM Requirements   June 30 09 Fulfillment Update, Finalize Engineering and Finalize Request/Order   June 11 09 Fulfillment Execute DITCO Actions June 30 09  Fulfillment Coordinate CLASSIFIED / COMSEC Requirements June 4 09  Fulfillment Oversee Fulfillment Completion June 15 09  Fulfillment Oversee Installation June 15 09 Fulfillment Follow-up to RFU June 15 09 Closure Close Service Request   May 30 09 Closure Close Request/Order May 30 09 
    37. 38. What is SMART ? <ul><li>S pecific: The metric is clear in what it is measuring, inclusive of ownership and accountability of the metric </li></ul><ul><li>M easurable: Some metrics are not easy to measure (e.g. customer satisfaction) </li></ul><ul><li>A ctionable: Exercising an influence that can alter the outcome </li></ul><ul><li>R elevant: Focus on metrics that have strategic significance </li></ul><ul><li>T ime-Bound: Data acquisition and reporting must be almost instantaneous to support critical decision-making </li></ul>What you measure is what you get
    38. 39. Good Metrics vs Bad Metrics <ul><li>No metrics are better than bad metrics which can drive dysfunctional behaviors </li></ul>Metrics Characteristics Characteristics Good Metric Bad Metric Specific Help Desk call by hour by technician Help Desk volume Measurable Customer satisfaction survey score Customer satisfaction Actionable No. of Help Desk problems addressed No. of calls received at Help Desk Relevant Percent of projects delivered on time Percent of projects begun Time-Bound Present rate of closed tickets Prior year rate of closed tickets
    39. 40. Process Metrics Plan Example: Request Fulfillment No. KPI Metric Categories 1a Number of Request Fulfilled by service type By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 1b Number of Request in Queue or in process by service type By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 1c Number of Requests Fulfilled completed within 30 days of ordered service date By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 2a Actual Delivery Times By Service Type NIPRNET, DVS, etc. 2b v. Customer Requested Time NIPRNET, DVS, etc. 2c v. Published Lead Time NIPRNET, DVS, etc. 3a Processing Time in Phase By Phase (process Step), Average and worst Customer, Theater, Service 4a Service Delivery Success Rate (SDSR) By Range of Days Overdue NIPRNET, DVS, etc. AF, Navy, Army, etc. 4b Relative to phase threshold NIPRNET, DVS, etc. AF, Navy, Army, etc. 4c By Theatre of Operation CONUS, EUR, PAC 4d By Service NIPRNET, DVS, etc. 4e By Customer Group AF, Navy, Army, etc. 4f Relative to Customer Requested Time NIPRNET, DVS, etc. AF, Navy, Army, etc. 4g Relative to Published Lead Time NIPRNET, DVS, etc. AF, Navy, Army, etc. 5a Circuit Delays Reasons By Service NIPRNET, DVS, etc. 5b By Issue Certification & Accreditation 5c By Organization Customer, Vendor, DISA, B/P/C/S 6a Cost of Delays Aggregate by service   7a Number of Crypto Units for SIPRNET By Customer with Requirement AF, Army, Navy, etc.
    40. 41. Process Timelines Example: Request Fulfillment Major and Detail Milestones
    41. 42. Continual Service Improvement The Deming Cycle
    42. 43. Quick Win opportunities
    43. 44. <ul><li>Session 3 </li></ul><ul><li>Challenges, Accomplishments, </li></ul><ul><li>and Next Steps </li></ul>
    44. 45. Goal: ITIL Workflow Incident Mgt. Problem Mgt. Change Mgt. Release Mgt. Deployment Mgt. Capacity Mgt. Availability Mgt. Continuity Mgt. Security Mgt. Service Strategy Service Catalog Mgt. Service Validation Transition Planning & Support Mgt. Service Lvl Mgt. Configuration & Asset Management / Knowledge Management / Work Flow Event Mgt. Request Fulfillment Order Entry Menu Select Monitoring & Control Service Desk TNOSCs GNSC GNC NS GISMC Etc. TSR’s/RFS Non-Standard Changes (FC) Visibility of all
    45. 46. Challenge: Lack of Integrated Workflow Tools
    46. 47. Challenge: Currently Manual Data Flows Limited validation for manually entered data Request Order Engineer Contract Install Operate Bill DDOE DITCO WWOLS CM Tool EMS/NMS CFE Processes Tools CM Tools WWOLS Data Flow is manually managed with opportunities for errors between work groups CM tools aligned by technology; no end-to-end ckt layout Missing B/P/C/S inventory data complicates last ½ mile engr/implement Email, Vmail, phone/conference calls
    47. 48. Toolset Goal: System Transition to Enable Rapid Agile Provisioning RAP is a fully integrated and automated service delivery capability from initial service requests through fulfillment and provides continuous status updates.
    48. 49. NS “services – NS specific procedures” 310-130-1 (2002) Today …. Functional silos PLD “contracts – PLD specific procedures” 350-135-1 (2005) & FAR GE “engineering – GE specific procedures ” 350-135-1 (2005) & FAR Request NEW focus on the process rather than directorates (functional base) Moving away from “Circular” concept towards standardized hierarchy based on ISO 9000 structure of policy, process, procedure all owned by the Process Owner. This will also help execute the change to a process based organization. Existing 310-130 & 350-135-1 can be combined into standard document – subject to Change management and Configuration control. Challenge: Barriers Between Functional Silos CFE “financial – CFE specific procedures ” 350-135-1 (2005) & FAR GO “operations – GO specific procedures ” 350-135-1 (2005) & FAR To be …. Standardized across all theaters, all directorates Request <ul><li>Request Fulfillment </li></ul><ul><li>Menu selection </li></ul><ul><li>Financial approval </li></ul><ul><li>Other approvals </li></ul><ul><li>Fulfillment </li></ul><ul><li>Closure </li></ul>
    49. 50. Challenge: Delineation of Intertwined Processes <ul><li>Buildout Required </li></ul><ul><li>Generate Initial IR </li></ul><ul><li>Staff DAD </li></ul><ul><li>Generate Final IR </li></ul><ul><li>Prepare TSIP </li></ul><ul><li>Install and Test Approved Infrastructure </li></ul><ul><li>TNC Verifies Availability </li></ul><ul><li>Continue TSO Processing </li></ul>Action Steps Typically Crossing Process Boundaries 1 2 3 - 4 5 6 7 8
    50. 51. Proactive, streamlined, fast Reactive, Slow, Cumbersome Current Goal <ul><li>No clear accountability </li></ul><ul><ul><li>No single lead and representative directly to the customer </li></ul></ul><ul><ul><li>Call recipient varies based on type of customer project </li></ul></ul><ul><li>No documented process </li></ul><ul><li>No clearly defined roles among stakeholders </li></ul><ul><li>No integration of customer and network project management </li></ul><ul><li>Funding expenditures not easily tracked </li></ul><ul><li>Central registration of all projects </li></ul><ul><ul><li>Formal assignment of project leads </li></ul></ul><ul><ul><li>Establish customer interface leads </li></ul></ul><ul><ul><li>Consistent business rules for assignment of different types of projects </li></ul></ul><ul><li>CONOPs documents standard process </li></ul><ul><li>CONOPs provides clearly defined roles and responsibilities </li></ul><ul><li>Each project reviewed for potential impact on other projects </li></ul><ul><li>Central information repository facilitates tracking schedule, status and costs </li></ul>Challenge: Cumbersome Requirements Management Process
    51. 52. PROCEDURES Based on positioning 310-130 at this level (Process Managers & Workers) WORK INSTRUCTIONS / DETAILS Tool-specific content Extracted from 310-130 (Workers and Vendor Documentation) Challenge: Excessive lead times for approvals to update documentation PROCESS Based on ITIL V3 with customized appendices (Process Owners & Process Managers) POLICY Based on ISO 20000 and CobiT with customized appendices (Executives and Process Owners) Future Today DoD Directives DISA Circulars DoD Instructions CJCSIs DISA Instructions MOAs DISA EUR Inst DISA PAC Inst DISA CONUS Inst DFAR
    52. 53. Other Challenges <ul><li>No single person is accountable for failures or improvements; unable to agree on automation </li></ul><ul><li>Complex data entry and multiple contacts for customers </li></ul><ul><li>Changes in requirements are poorly managed and cause significant confusion and delays for customers </li></ul><ul><li>Metrics only reflect a selected point within the overall process; true customer experience is not captured </li></ul>
    53. 54. Timeline of Accomplishments <ul><li>Between 2007 and 2009 NS6: </li></ul><ul><li>Increased on-time project delivery by 53% while experiencing a 55% increase in active projects </li></ul><ul><li>Completed 22 projects representing 1,981 deliverables to DISA global customers </li></ul><ul><li>Decreased circuit cutover defect rates by 40% </li></ul><ul><li>Request Fulfillment and Release and Deployment Timeline: </li></ul><ul><li>Apr 09: RF & RD Initial IPR involving all theaters </li></ul><ul><li>May 09: Roadshow and training in all theaters </li></ul><ul><li>Jun 09: TO36/TREC Performance based, firm fixed price contract award </li></ul><ul><li>Jul 09: RIMS-C Interim tool solution (improved metrics) </li></ul><ul><li>Sep 09: Pilot for DATS performance based transitioning </li></ul><ul><li>Sep 09: Agency-wide process owner for Request Fulfillment </li></ul><ul><li>Dec 09: Stand-up Leased Request Fulfillment Center in O’Fallon, IL </li></ul><ul><li>May 10: Issue consolidated request fulfillment contract </li></ul><ul><li>Aug 10: Begin contract awards based on GSM </li></ul><ul><li>Jul 10: New workflow automation (NCCM) </li></ul>
    54. 55. Accomplishment: Performance-Based Contracts <ul><li>Performance Metrics: </li></ul><ul><li>100% DPAS entry with < 15% rework </li></ul><ul><li>Install (large, medium & small) DISN-SDN within (30, 20 & 10) of site prep with < (20,15, 10)% rework. </li></ul><ul><li>Perform Site Prep within 15/30 days with < 5% rework. </li></ul><ul><li>Completion report submit within 15 days < 15% rework. </li></ul><ul><li>Site Survey reports delivered < 15 days </li></ul><ul><li>Develop SDN TSIP < 15 days <10% errors </li></ul><ul><li>Submit TSR within 5 Days </li></ul><ul><li>Submit TSO within 5 Days </li></ul><ul><li>Installation of MSPP within 5 days < 5% rework </li></ul><ul><li>Site Surveys < 3 days per site < 20% rework </li></ul>TREC1 (TO 36) Surveys and Planning TREC2 (TO 36) Deployment and Verification <ul><li>Requirements definition </li></ul><ul><li>Engineering and surveys </li></ul><ul><li>TSR/TSO processing </li></ul><ul><li>Hardware acquisition </li></ul><ul><li>Site implementation actions </li></ul><ul><li>Test and verification </li></ul><ul><li>Utilizes CAB to control version/baseline </li></ul><ul><li>Clear metrics monitoring for performance assessment </li></ul><ul><li>Theater NetOps Centers direct the execution of respective theater implementation actions </li></ul><ul><li>TREC resources established in CONUS; common pool of provisioners, engineers, project managers that support multi-theater operations </li></ul>
    55. 56. Accomplishment: Establish Formal Change Management for Processes Approved Request For Change (RFC) items that support Request Fulfillment functions. RFC 0012 Eliminate Unfunded Requirements RFC 01000 TSR – TSO Wrap Around RFC 00016 Modify TSR Item 416 Mandatory RFC 00005 Frame Relay Services RFC 00004 ATM Services RFC 00002 310-130-1 DISA Circular Update RFC 00009 Common Language Business Case
    56. 57. Critical Success Factors <ul><li>Unwavering, steadfast commitment from executive leadership </li></ul><ul><li>Process Owners are empowered with authority and held accountable for success </li></ul><ul><li>Process team members are held accountable for process performance via objective-based personnel measures tied to compensation and bonuses </li></ul><ul><li>Sufficient resource allocation for re-engineering and implementation of enterprise-wide tool suites and data standards </li></ul><ul><li>Enhanced governance and organizational realignment </li></ul><ul><li>Clear definition of accountabilities, roles and responsibilities </li></ul><ul><li>Enterprise-wide, customer-focused perspective on IT Service metrics </li></ul><ul><li>Synchronized communications at all levels – vision, strategy, awareness, cultivating support </li></ul><ul><li>Integrated implementation scheduling and coordination </li></ul><ul><li>Relentless drive for Quick Wins daily and active communication of the results </li></ul><ul><li>100% ITIL training for everyone </li></ul>
    57. 58. Way-Ahead <ul><li>Formally establish ITSM Office and Director </li></ul><ul><li>Formally Designate and empower full-time, dedicated process owners </li></ul><ul><li>Strengthening and streamlining governance bodies </li></ul><ul><li>Expand breadth of processes and tool suites agency-wide </li></ul><ul><li>Relentlessly pursue Quick Wins and communicate results </li></ul><ul><li>Establish regular IPR battle rhythm at multiple levels up to Director </li></ul><ul><li>Lead DoD ITSM Advisory Board </li></ul>
    58. 59. Useful Links <ul><li>DISA Home Page: http://www.disa.mil/ </li></ul><ul><li>itSMF USA: http://www.itsmfusa.org/ </li></ul><ul><li>itSMF International: http://www.itsmfi.org/ </li></ul><ul><li>UK Office of Government Commerce: www.ogc.gov.uk/ </li></ul><ul><li>COBIT: www.isaca.org/cobit/ </li></ul><ul><li>ISO20K: http://www.iso.org/iso </li></ul>
    59. 60. www.disa.mil

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