Itsm Fusion Final


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itSMF Fusion 2010 slides on DISA\'s ITSM efforts

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Itsm Fusion Final

  1. 1. Department of Defense<br />Defense Information Systems Agency<br />Drew Jaehnig<br />DISA ITSM Office<br />itSMF USA Fusion Conference<br />September 2010<br />
  2. 2. Supporting The Department’s Mission<br />Provision ships<br />Provide command <br />and control<br />Manage parts and <br />replenish supplies<br />Provide medical care<br />Pay the Warfighters<br />Manage transportation<br /> and maintenance<br />
  3. 3. An IT Powerhouse Created<br />1960<br />1965<br />2000<br />1990<br />1985<br />1975<br />1995<br />1970<br />1980<br />Different Cultures<br />Different funding<br />DIFFERENT PROCESSES<br />DIFFERENT LEGISLATION<br />National<br />Military<br />Command<br />System<br />Minimum<br />Essential Emergency Communications Network<br />Defense Switched Network<br />Joint Spectrum Center<br />Joint Tactical Command, Control and Communications Agency<br />Anti-Drug Network<br />World Wide Command and Control System<br />NMCS<br />ADP<br />Support<br />Defense Data Network<br />Defense Mega-centers created<br />Defense<br />Communications<br />System<br />Combined<br />Military Satellite Communications System Office<br />122 Networks Converged – Defense Information Systems Network Born<br />Sat Comms<br />Defense Communications Agency<br />3<br />
  4. 4. 4<br />
  5. 5. “The Pentagon is the face <br />of these terrible attacks against our country. <br />It will be open for business tomorrow.” <br />- Former Secretary of Defense Rumsfeld<br />5<br />
  6. 6. Nine Years of Converged Process Drives IT Convergence<br />DISA Grassroots ITSM Starts<br />Counter-<br />Insurgency<br />Disaster<br />Recovery<br />Infrastructure<br />Reconstruction<br />Humanitarian<br />Assistance<br />Government<br />Services<br />Anti-Terrorism<br />DISA<br />Support<br />Element<br />- Afghanistan<br />DISA<br />Support<br />Element<br />- Iraq<br />Operation<br />Noble<br />Eagle<br />Coalition<br />Provisional<br />Authority<br />Iraqi<br />Business<br />Teams<br />OEF<br />OIF<br />Asian<br />Tsunami<br />Leyte<br />Mudslide<br />Hurricane<br />Katrina<br />Med-Fiber<br />Cuts<br />Haiti<br />Earthquake<br />Satellite<br />Collision<br /><ul><li>Posturing Forward
  7. 7. Critical Infrastructure
  8. 8. Enterprise Services
  9. 9. Global Capacity</li></ul>Setting the Conditions for the Next Engagement<br />Dynamic, Asymmetric Challenges<br />6<br />
  10. 10. DISA’s Strategic Vision<br />Network Operations and Global Service Delivery<br />Services<br />Policy-Based<br />Enterprise<br />Management<br />NetOps Visibility<br />and Reporting<br />Design Processes<br />Policies Technology<br />Next Generation<br />Operations<br />Support System<br />Enterprise Computing<br />DECC<br />Defense <br />in Depth<br />Network<br />Extensions<br />Stratified<br />Organization<br />Converged<br />Organization<br />
  11. 11. DISA’s Strategic Vision<br />Network Operations and Global Service Delivery<br />“Seams among strategic decision making, the sustaining base, and the edge where the user operates are disappearing. <br />The objective, then, is a true Defense enterprise.” <br />-2010 DISA Campaign Plan<br />The Defense Business Board estimates that $37 Billion of waste is in badly managed IT<br />Services<br />Policy-Based<br />Enterprise<br />Management<br />NetOps Visibility<br />and Reporting<br />Design Processes<br />Policies Technology<br />Next Generation<br />Operations<br />Support System<br />Enterprise Computing<br />DECC<br />Defense <br />in Depth<br />Network<br />Extensions<br />Stratified<br />Organization<br />Converged<br />Organization<br />
  12. 12. Commercial<br />Military<br />SATCOM<br />Commercial<br />Deployed Forces<br />Fixed Locations<br />Fiber<br />Wireless<br />SEAMLESS INTEGRATION<br />Convergence Challenges<br />Spectrum Management across multiple continents with different frequency allocations and policies<br />Seamless Satellite-Terrestrial-Sea communications <br />Cross classified & non-classified information domains<br />Global telecommunications path diversity<br />Constant threat of cyber attack<br />9<br />
  13. 13. “Innovation will be squashed”<br />“People will die”<br />“We’re special !”<br />“Can’t be done here”<br />“I’ll just wait this out”<br />“You don’t understand our business”<br />“Just another fad of the day”<br />“I’m too busy for more work”<br />Cultural Challenges<br />
  14. 14. Unique Challenges: The Perfect Storm<br />Extremely high availability & performance requirements<br />Constant threat of attacks impact national security<br />Services & SLAs not always established with customers<br />Funding allocations fosters power silos<br />Highly regulated and laden with bureaucracy impedes progress<br />Military, Civilian, and Contractor cultural differences<br />
  15. 15. 12,000+ military & civilian members<br />Presence in 40 countries<br />29 field offices worldwide<br />8 million+ users<br />5000+ Gbps capacity<br />6,100 servers<br />1.7 petabytes of storage<br />2,800 applications<br />215 software vendors<br />Relocation to Ft. Meade in 2011<br />12<br />DISA Today<br />
  16. 16. March 2010 <br />DISA Vice Director Orders<br />ITSMO to be formed<br />4 Key Tenets<br />Convergence<br />Transparency<br />Single, Accountable Process Owners<br />ISO/IEC 20K Compliance<br /><ul><li>Establish and enforce standards and policies
  17. 17. Govern improvement efforts
  18. 18. Convergence across agency
  19. 19. Unified communications
  20. 20. Obtain resources
  21. 21. Monitor and reporting</li></ul>DISA CIO<br />DISA ITSMO<br />Process<br />Spiral <br />Development<br />Compliance<br />& Inspection<br /> Strategy <br />And Policy <br />Quality<br />Management<br />Strategic<br />Communications<br />DISA’s ITSM Office<br />
  22. 22. The Agency’s Process Improvement Offices<br />DISA ITSMO<br />Directorate PIO<br />Directorate<br />Process Improvement<br /> Officer<br />Integration, compliance, and performance monitoring<br />Process design and continual improvement<br />Directorate<br />Process Owners<br />Directorate <br />Process Managers<br />Day-to-day operations and local procedures<br />Dashed line – Functional Process Relationship<br />Solid Line – Command Relationship <br />
  23. 23. ITSM Governance<br />EXEC Board <br />ITSM Office<br />CIO<br />Service Management <br />Process Working Group<br />Agency Level<br />Process Change <br />Advisory Board<br />CFE CAB<br />(PIO)<br />NS CAB<br />(PIO)<br />GO CAB<br />(PIO)<br />GE CAB<br />(PIO)<br />CSD CAB<br />(PIO)<br />Directorate Level Process Change Advisory Boards<br />
  24. 24. Scope of Services<br />Cyber Space<br />Global Information Grid (GIG)<br />DISA’s <br />CORE <br />Offerings<br />DISA’s <br />Internal <br />Services<br />“The categories of warfare are blurring and no longer fit into neat, tidy boxes.” - Robert M. Gates, Secretary of Defense<br />
  25. 25. ISO 20K audit compliance<br />ITSMO sets standards and governs process reform<br />ITIL V3 is the ITSM primary Process Framework, also using e-TOM, CobiT, FEA, TOGAF, and others<br />Single and accountable process ownership with enterprise scope<br />Spiral Development Approach <br />Lean Six Sigma as ongoing improvement methodology<br />Process Reform Policies<br />
  26. 26. DISA’s Spiral Approach<br />Maturity Level 1, 2 and / or Silo’ed Process or Non-existent process <br />Spiral Three<br />Target, Baseline,<br />Gap Analysis<br />Sustainment, Monitoring, and CSI<br />Phase I<br />Spiral Two<br />Maturity Level 2, 3 and / or Limited agency Penetration<br />Phase V<br />Spiral One<br />Phase II<br />Maturity Level 3, 4 and / or Enterprise View<br />PhaseIII<br />Phase IV<br />Process<br />Design & Planning<br />Implementation<br />
  27. 27. Assess <br />As-Is<br />1 month<br />DesignTo-Be<br />3 months<br />Briefings & Approvals<br />1 month<br />Deployment<br />12-18 months<br />Form <br />Core Team<br />1 month<br />Process Design<br />4 months<br />Review<br />1 month<br />Deployment<br />12-18 months<br />Initiation<br />1 month<br />Process Spiral Cycle Time: 1 ½ - 2 Years<br />Spiral Development Timeline<br />
  28. 28. Separation of Process and Policy<br />Current<br />Future<br />POLICY<br />Based on ISO 20000 and CobiT <br />(Executives & Process Owners)<br />DoD Directives<br />DFAR<br />DISA PAC Instructions<br />Speeds<br />Staffing of<br />Changes<br />PROCESS <br />Based on ITIL V3<br />(Process Owners & Managers)<br />DISA Circulars<br />MOAs<br />DoD Instructions<br />PROCEDURES<br />Become CONOPs & SOPs<br />(Process Managers & Workers)<br />DISA EUR Instructions<br />DISA Instructions<br />WORK INSTRUCTIONS<br />Tool-specific content<br />(Workers & Vendor Documentation)<br />CJCSIs<br />DISA CONUS Instructions<br />
  29. 29. Accomplishments to Date<br />Mar 2008: Formed Service Management Process Working Group (SMPWG) to coordinate process improvements<br />Jun 2008: DISN Strategic Vision and targeted initiatives approved <br />Dec 2008: Formed the Executive ITSM Governance Board (EIGB) <br />May 2009: Began separation of policy, process, and procedural documentation to streamline approvals and updates<br />Jun 2009: First performance based, firm-fixed price contract <br />July 2009: Began ITIL V3 training globally<br />Aug 2009: Formalized structured Change Management<br />Mar 2010: Formed ITSMO under Office of CIO<br />April 2010: Designated Six Enterprise Process Owners and began spiral development under governance of ITSMO<br />July 2010: Established new IT Governance structure<br />
  30. 30. The Journey Continues<br />Critical Success Factors<br />PRIORITY:<br /><ul><li>Strong leadership advocacy and oversight
  31. 31. Dedicated ITSMO Director and PIO Chiefs
  32. 32. Single Process Ownership, empowered with enterprise-wide authority
  33. 33. Resource Commitments: People, Time and Monies
  34. 34. Standardized and integrated process workflow systems
  35. 35. Enterprise-wide acceptance and utilization of Governance
  36. 36. Planned and unified communications
  37. 37. Continuous Improvement instilled in culture</li></ul>2010:<br />Initial process workflow automation<br />Improved IT Asset Management audit compliance<br />Enterprise Knowledge Management strategy<br />2011:<br /> Strengthened IT Governance<br /> Centralized Service Desk <br /> Consolidated Service Catalog<br /> $5B performance-based contracts<br />2012:<br /> Improved Fiscal transparency<br /> Rapid Agile Provisioning<br />Business Intelligence Competency Center<br />Cloud Computing<br />
  38. 38. Adamantly refuse to provide an ROI during process design but insist on one for all process improvements.<br />It is not always necessary to grab hearts and minds first – the results will do that on their own. <br />Seize any opportunity to realize a quick win with passion.<br />Assume no one communicates – take charge of all communications.<br />It’s a waste of resources to conduct detailed As-Is baselines – maintain razor-sharp focus on the target.<br />It’s sometimes less painful to modify processes to accommodate out-of-the-box toolset capabilities.<br />ITIL Training is not for everyone. Leave Process design and terminology to the experts. ITIL in Stealth Mode has merits.<br />"In war, only the simple succeeds.”<br /> - Field Marshal Paul Von Hindenburg<br />Lessons From the Trenches<br />
  39. 39. “You are the people who stand on the very front line between freedom and fear.<br />You stand against an evil that cannot be appeased, cannot be ignored and it must certainly not be allowed to win.”<br /><ul><li> Former Secretary of Defense Donald H. Rumsfeld</li>