Target Reference Model for Enterprise Business Architecture. 1) Front-line Support, 2) Collaboration among Experts, 3) Ecosystems for Sharing Value (shared reality), 4) Efficiency in Coordination, 5) Flexible Structures.

1. End State
1Hit a key to go to the next slide.
A reference model for organizations
to make leading simpler, integrate daily operations, and
provide efficient governance, especially across spans and gaps.
How the world works. And when it won’t except through strong, principled leadership.

2. A Eureka Moment - How the world works. But first…
Which situation reminds you most of your life at work today?
• Follow-up is failing.
• Experts are arguing.
• Compliance is cumbersome.
• Waste is hurting – including off-agenda meetings and units.
• Silos are battling – including who has authority over what.
2Hit any key for next slide when ready.
Why do you think that is?

3. Follow-up is failing?
Experts are arguing?
Compliance is cumbersome?
Waste is hurting?
Silos are battling?
Answers to Pain Points
(Feel free to jump to a section of interest, 1 through 5)
1. Frontline Support
2. Collaboration among Experts
3. Ecosystems of Shared Value
4. Efficiency in Coordination
5. Flexible Structures
3Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Slide 18
Slide 23
Slide 27
Slide 36
Slide 50

4. Outline
A. Introduction
B. Success across many Lifecycles
1. A closed loop of operational support ensures continual success.
2. Lively collaboration among experts across functions brings unimagined
solutions and innovations.
3. Ecosystems need to equitably promise and receive value.
4. Coordination must be side-to-side, top-to-bottom and bottom-up.
5. Strong yet flexible Universal Joints are required to hold it all together.
C. Conclusion
4Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Slide 18
Slide 23
Slide 27
Slide 36
Slide 50

5. Theme
Success happens when you lead frontally and manage from the center.
5
A
Introduction
Basis of the First Premise
Whenever you’re closely connected to what’s best you succeed and live well.
Wherever you’re disconnected or lost you tend to fail and be forgotten.

6. The First Premise
An organization falls apart wherever interconnections fail.
• Interconnections are intrinsic.
• The reference model defines requirements for each interconnection.
• It includes essential functions and the processes that flow through them.
• It can get complicated;
never fear – we’re here together.
6
A
Introduction
See a summary of the model
pictured here on Slide 43

7. Apply best practices of a baseline management system
so that:
The system dynamically aligns layers of operations to strategic objectives.
It also enlightens leadership, empowers management, overcomes pain points and
leverages balanced teams through orchestration of processes and automation of workflow.
7Hit a key to go to the next slide.
Goal

8. A
IntroductionC
A
Introduction
8Hit a key to go to the next slide.
A
Introduction
Overview
• An Enterprise Model: End-to-End
• Inter-Organizational Relationships
• Intra-Organizational Connections
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion
1. Support
2. Expertise
3. Coordination
4. Authority
5. Structure

9. What’s the point? Principles and doctrine applied in context
Success and failure are predictable.
• Failure can be avoided by applying best practices within a stable reference model.
• Success will be assured by operating under its principles.
• The first step is to find the worst broken connections within your system of systems.
9
A
Introduction
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion

10. How?
See failure coming before it happens.
By applying the model you will be able to watch evolving macro-trends.
Then you can take action to avoid failure and ensure success in micro-ecosystems.
10
A
Introduction
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion
Workload

11. Eureka! An amazing discovery.
What’s the basis of the model?
A lifetime of work in operating systems,
automated workflow and management systems.
Problem MgmtIncident Mgmt
Technical Management
Application Mgmt *and Product and Project)
Request Fulfillment
Event Mgmt
Operations Control
Continuous Improvement
PreventativeCorrective
Transition
Planning &
Support
BA PM
Finance & Budgeting
Architects & Developers
Charging & Accounting
Service DeskRelationship Mgmt Relationship Mgmt
Physician’s Offices (PCP), Outpatient Clinics
Rehab.PharmacyMedical Services
Insurance – Payables - etc
Forecasting
CUSTOMERS
SUPPLIERS
Purchasing
Production
FinishedGoods
Warehouse/Shipping
TruckLoad
PlanningFinalInspection/CreditCheck
Changes
Order
Processing
Credit Checks &
Scheduling
Satis-
faction
Require-
ments
Expecta-
tions
Customer
Service
Relationship Mgmt
Customer
Orders
Acknowledge
/Promise
Shipment
Invoice
Sales
Supplier Mgmt
Raw
Material
Purchase
Orders
Supplier
Mgmt
Continual
Improvement
Transition Management
Business
Strategy
Service
Design
Service
Operation
Continuity Mgmt
Knowledge Mgmt
Service Validation and Testing
Change
Management
Demand Mgmt
Measurement
Lean Six Sigma
Financial Management
Release and Deployment Mgmt
Application Mgmt
Portfolio Management
Transformation Events
Evaluation
Transition Planning & Support
Availability Mgmt Problem Mgmt
Incident
Mgmt
Capacity
Mgmt
Service Asset and Configuration Mgmt
Infrastructure
Technical Management
Facilities Management
at Various Localitieszzzzzzzzzzzzz
Application Mgmt
Supplier Mgmt
Service Desk
Request Fulfillment
Relationship Mgmt
Catalog Mgmt
Service Level Mgmt
Proactive Problem Mgmt
Event Mgmt
Standard Changes
Information
Security
Management
Access Mgmt
Operations
Control
Architects & Developers
at Various Localities
Disbursement
VendorInvoice
Remittance
Accounting
Production
Orders
Gurney-Halls
Admitting
Hold
Rehab.
Beds,
Units
AdmissionRegistrationTriage/ED
Discharge
PathologyHistology
Direct Admits
Patient
PPT
Clean
Recovery
Post-op
Rms
PACU
Surgery
O.R.s
Equipm.
Prep. for Surgery
Preop
Hold
Turn-over
Supplies,
Instrum.
Diagnostics
Trauma
Pharmacy
Physician’s Offices,
Outpatient Clinics
Heart Catheriterization
Medical Services
Trauma
Procedural units
Beds,
Telepathy
Beds,
ED
Beds,
Med/Surg
Beds,
ICU
Cath Lab
CVOU
Neural
Transplant Evaluation Organ
List
PAT (Pre-Admit)
Supplies
Radiology
Other Diagnostics
Laboratory
Hospice
• Military Operations
Everything’s a drill
• Enterprise Applications
Order fulfillment
• Healthcare Systems
Medical records and patient flow
• IT Management
ITSM Technologies and
infrastructure management
So: From ops to apps to
infrastructure:
 It’s all the same someways.
 Nothing always works well.
 There’s gotta be a better way.
11
Enterprise
Apps IT Infrastructure Healthcare
Operations
Hit a key when ready.
A

12. Breakthroughs come is small packages.
12
A
Introduction
Incremental stages to progress toward a target state Organizational Reference Model
Hit a key to go to the next slide.
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion

13. Organizational Leadership across Lifecycles
From each Business Process to its Automation and Infrastructure Technologies
Architecture
and
Integration
Operations
and
Monitoring
Executive Leadership
Mass Communications
Coordination
of Continual
Transformation
13
©GregoryP.Rowe,greg@roweservices.com

14. Contents - Next
A. Introduction
B. Success across many Lifecycles
1. Frontline support needs to be closed-loop.
2. Expert collaboration must engage across diagonals.
3. Ecosystems should equitably promise and receive value.
4. Coordination must be side-to-side, top-to-bottom and bottom-up.
5. Strong yet flexible Universal Joints are required to hold it all together.
C. Conclusion
14Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com

15. B
Success across many Lifecycles
15
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion

16. Success across lifecycles requires a System of systems
Primary Elements
1. Support: Front-Line Support Cycles
2. Expertise: Middle Diagonals of Integration
3. Authority: Up, Down and across Verticals
4. Coordination: Heroic Horizontals
5. Collaboration: Universal Joints
16
Hit a key when ready.
B
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion

17. How often do you experience fundamental failures
in simple follow-up that you’ve directed?
A closed-loop system of support avoids common failures
and ensures continual, uncommon success.
17
Hit a key when ready.
B
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion
>> Back to Contents

18. 1
The Front Line: A closed loop of operational support ensures continual success.
18
B1
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion
Intra-Organizational Relationships
Not every set of activities requires the rigor and expense of a closed-loop.
Customer service and support does.
A closed loop of operational support ensures continual success at the front line
of consumer interactions, where long-term success is determined.

19. Reconciling Horizontals that are often in Conflict
Architecture
and
Integration
Operations
and
Monitoring
19
B1
The First Set of Battling Silos
The more layers the more likely they are to conflict.

20. • The loop at the top breaks down,
especially at quality assurance.
• The dots in the middle isolate
themselves like oil and vinegar.
• The top three challenges:
1. Technical collaboration.
2. Priorities and schedules.
3. Measurement and improvement
as part of centralized
synchronization.
We can all do better.
Is your chaos
manageable?The Baseline Cycles –
A closed loop of support
The Classic
Conundrum of
Human Brokenness
Centralized Simple
Synchronization
Collaboration between Analysts, Architects,
Engineers, Technical Experts and Admin’s
(Internal/External)
Close the loop!
20
Hit a key when ready.
Agree
Improve
Quality
Provide
Resolve
Issues
Management
of Teams
Leadership
& Guidance
Common, Predictable Failures
Hit a key when ready.
©GregoryP.Rowe,greg@roweservices.com
Architecture
and
Integration
Operations
and
Monitoring

21. Contents – Next is B.2.
A. Introduction
B. Success across Lifecycles
1. Frontline Support Cycles
2. Expert Collaboration at Cross-Diagonals
3. Promising and Receiving within Ecosystems
4. Horizontal Coordination Top to Bottom
5. Flexible Universal Joints
C. Conclusion
21
Hit any key for next slide when ready.

22. Ever wonder why a technical expert spends
so much time reinventing the wheel?
Or why they won’t listen? Because they’re experts, so it’s easy to get stuck in their heads.
22
Hit a key when ready.
B2
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
>> Back to Contents

23. 2
Lively Collaboration Across Functions including Silos of Expertise
To be whole is to be one. So shake the oil and vinegar.
23
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion
B2

24. • Again, in more detail, the interaction
cycle at the top must be closed-loop.
• The dots in the middle need to be
connected.
• Common challenges persist:
1. Lack of facilitation of technical
collaboration.
2. Unclear coordination of priorities
and schedules.
3. Little or no measurement of what
really matters, including leadership.
4. Lack of centralized synchronization.
• When the unexpected happens it’s
out of control because management
and leadership are not proactive
together.
We can do better, as the model shows.
Agree
Is your chaos
manageable?
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Deployment
Management
Budgeting
Accounting
Charging
Improve
Quality
Provide
Resolve
Issues
The Activity Layer of the Model Management
of Teams
Leadership
Guidance
Disintegrated and
frazzled - or whole
and functioning well
in decision-making
Collaboration amongst Analysts, Architects,
Engineers, Technical Experts and Administrators
(Internal/External -- Experts)
Coordination across Projects, Changes,
Releases and Operations
(Transition Planning -- Admin)
Continuity
24
The beginnings of a huge
model that can predict
and fix your future.
©GregoryP.Rowe,greg@roweservices.com

25. Context at the Stem of the System of Systems
• Life can be simple and you can be at your most effective.
• Will you allow for it?
• At the stem of the system, when allowed by leadership and management, it will:
• Position people, and,
• Organize work so that good naturally happens the right way.
25
Hit a key when ready.
B2

26. Fundamentals
• Smart people.
• Communities of collaboration.
• Strong, flexible leadership.
26
B2

27. 3
Boundaries of Promising and Receiving
27
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
B3

28. Has bureaucracy ever saved you from yourself?
It can. Accounting matters to do what’s right.
It reminds us not to fall sideways. Still, it’s not the mission.
28
Hit a key when ready.
B3
>> Back to Contents
There’s a difference between constraints and criteria.
We need strong accounting to avoid pitfalls of constraints.
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

29. Success Across each Lifecycle
1. Baseline Cycles – A closed loop of support
2. Middle Diagonals – Lively collaboration amongst experts
3. Heroic Horizontals – Reconciling projects and operations
4. Up and Down Verticals – Coordination across stages
5. Universal Alignment – Integration to strategy
29
Hit a key when ready.
B3
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Expert Collaboration
3. Horizontal Management
4. Verticals of Authority
5. Universal Joints
C. Conclusion

30. Context of a Baseline System within a wider Value Chain
30
Produce Support
Produce
Support
Customer
Supply
Chain
Produce Support
Hit a key when ready.
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order
to receipt of cash.
• It portrays the world in
which we must operate to
succeed within an
ecosystem.
©GregoryP.Rowe,greg@roweservices.com
Inter-organizational relationships

31. The Core Cycle of Value Realization
31©2005 Gregory P. Rowe
Design
Fund
Promise
Payable
Receivable
Cash
SERVICE
IMPROVEMENT
PRODUCE SUPPORT
SALES
GENERATED
ARCHITECTURE
FUNDED
INFRASTRUCTURE
DEVELOPED
RECEIVEABLES
PROCESSED
CASH
BOOKED
PAYABLES
PROCESSED
Hit a key when ready.
B3
©GregoryP.Rowe,greg@roweservices.com
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order
to receipt of cash.
• It portrays the world in
which we must operate to
succeed within an
ecosystem.
• It’s complicated.
Inner loop as discussed,
adding the outer loop here.

32. The Core Cycle of Value Realization 2
32
Design
Fund
Promise
Payable
Receivable
Cash
© Gregory P. Rowe
Hit a key when ready.
B3
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order
to receipt of cash.
• It portrays the world in
which we must operate to
succeed within an
ecosystem.
• It’s complicated.
• And it can be simple.
Produce
&
Deliver
Support
&
Maintain
©GregoryP.Rowe,greg@roweservices.com

33. The Core Cycle of Value Realization 3
33
Deliver Support
Products Services
Receive Service
Improve Products
© Gregory P. Rowe
Hit a key when ready.
• A value network includes
many value chains.
• One of them is depicted in
the flow.
• It progresses from promising
delivery to receipt of order
to receipt of cash.
• It portrays the world in which
we must operate to succeed
within an ecosystem.
• It’s complicated.
• And it can be simplified.
B3
©GregoryP.Rowe,greg@roweservices.com

34. 34
Strategy
& Design
Transition
& Operation
© Gregory P. Rowe
The
Core
34
Hit a key when ready.
B3
©GregoryP.Rowe,greg@roweservices.com

35. The Stem of the System
a. The Core of Value-Adding Activities for Value Realization
b. Establishments on the Edge
c. Fundamental Cycles of Value Realization
35
Hit a key when ready.
B3
The
Core

36. 4
Coordination across Stages – Reconciling Programs, Projects and Operations
36
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

37. Do your project managers ever insist that their schedule
supersedes all and therefore interferes with operations?
They may be right.
So reconcile schedules above their level, then adjust project baselines or fail.
It’s what ITIL calls Transition Planning and Support.
It can be part of a Service Management Office.
It includes integrated scheduling.
37
Hit a key when ready.
B4
>> Back to Contents

38. Success Across each Lifecycle
1. Baseline Cycles – A closed loop of support
2. Middle Diagonals – Lively collaboration amongst experts
3. Heroic Horizontals – Reconciling projects and operations
4. Up and Down Verticals – Coordination across stages
5. Universal Alignment – Integration to strategy
38
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

39. Coordination and Administration: Fixin’ people ain’t easy.
Reconcile schedules or fail.
Yet freedom-loving people see it as intrusive.
Doing it right saves them trouble so they the value.
The next generation is looking for a life concierge.
39
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

40. 40Hit a key to go to the next slide.
Situation
• People don’t listen.
• Projects go off course.
• Agendas collide.
• There’s a better way.

41. Coordination and Administration
41
Reconcile schedules or fail.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
A. Introduction
B. Success across Lifecycles
1.Support Cycles
2.Cross-Diagonal Expertise
3.Top-Down Horizontal Management
4.Bottom-Up Verticals
a. Top-Down
b. Bottom-Up
c. Side-to-Side
5.Universal Joints
C. Conclusion

42. Coordination and Administration
42
Reconcile schedules or fail.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Bottom-Up Verticals
a. Top-Down
b. Bottom-up
c. Side-to-Side

43. 43
Vertical LayersThe Middle Vertical
Coordination Layer
Hit a key when ready.
B4
©GregoryP.Rowe,greg@roweservices.com
Products & Services
Governance Systems
Strategy Management
Engineering &
Knowledge
Relationships & Requirements
Master Scheduling &
Resource Management
InfrastructureApplications
Ops Control
FulfillmentPrograms
Projects
IncidentsDevelopment
Catalogs
&
Problems
&
Portfolios
&
Design
&
Maintenance
Plan & Sched.
Action Agents
attack issues
Collaboration
juggles priorities
Service Reps
Cover all
Constituencies
(Channels)
First Line
Responds and has
Points of Contact
The inner loop is horizontal.
Strategy & products above.
The
Coordination
Vertical

44. Coordination and Administration
44
Reconcile schedules or fail.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Bottom-Up Verticals
a. Top-Down
b. Bottom-up
c. Side-to-Side

45. Best Practice and the defacto Coordination Layer –
The flow of collaboration across the life cycle
45
Demand
Management
Access
Management
Capacity Management
Availability Management Incident
Management
Information Security
Management
IT Service Continuity
Management
Supplier
Management
Event
Management
Request
Fulfillment
Service Validation
and Testing
Release and Deployment
Management
&Monitoring
Working(Technical)
Context: An applied framework with a strategic
perspective on twenty-six core processes
Release
Package
Service Portfolio
Management
Knowledge
Management
Service Catalogue
Management
Continual Service
Improvement (CSI)
Problem
Management
Design
Coordination
Transition Planning
and Support
Improvement -
Charter Service
Design
Package
Strategic
Plan
Continual Service Improvement &
The 7-Step Improvement Process
Strategy
& Leadership
Design
& Analysis
Transition
& Projects
Operations
& Infrastructure
Service Asset…
…and Configuration
Management
Service Level
Management
Business Relationship
Management
Financial Management for
IT Services
Change Evaluation
Change Management
Strategy Management
for IT Services
Managing
&Reporting Service
Desk
Ops
Control
Application Management
Technical Management
Collaboration & Coordination across Functional &
Organizational Boundaries
Coordinating&
Collaborating
Hit a key when ready.
B4
©GregoryP.Rowe,greg@roweservices.com

46. Coordination and Administration
46
Reconcile schedules or fail.
Hit a key when ready.
B4
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
Bottom-Up Verticals
a. Top-Down
b. Bottom-up
c. Side-to-Side
Teams and Cultures

47. Know
Truth
Respond to
Situations
Agree to
Make
Near-Term
Changes
Plan &
Coordinate
Long-Term
Reconcile
Rules
Quiet
Contemplation
Architect &
Engineer
© Gregory P. Rowe
Executive
Team
Make Changes
Happen
Physical
Energy
Take
Action
Know Your
Capabilities
Outside
Resources
Hit a key when ready.
Gracious Romantics
Liberating Conquerors
Broad-Minded Philosophics Service-Oriented Pragmatists
Ambivalent Orchestrators
Chairmanship of Councils of Authority from all of the above
Coordinating action for all, as we carry the best intentions through implementation into completion.
Inspired Visionaries
Focused Idealists
47
Skillsets and Personality Factors
Each individual holds a key to a part of the process, including gatekeepers, which they share if inspired leadership will listen.
Hit a key when ready.
B4
©GregoryP.Rowe,greg@roweservices.com

48. Know
Truth
Respond to
Situations
Agree to
Make
Near-Term
Changes
Plan &
Coordinate
Long-Term
Reconcile
Rules
Quiet
Contemplation
Architect &
Engineer
© Gregory P. Rowe
Executive
Team
Make Changes
Happen
Physical
Energy
Take
Action
Know Your
Capabilities
Outside
Resources
Hit a key when ready.
Gracious Romantics
Liberating Conquerors
Broad-Minded Philosophics Service-Oriented Pragmatics
Ambivalent Orchestrators
Chairmanship of Councils of Authority from All of the Above
Coordinating action for all as we carry the best intentions through implementation into completion.
Inspired Visionaries
Focused Idealists
48
Skillsets and Personality Factors
Each individual holds a key to a part of the process such as gatekeeper, which they will share if leadership is inspired and listens.
Order Entry Specialist /Architect
- People Person -
Business Managers and Senior Leadership
- Administration, Finance and Orchestration -
Chairmanship of Councils with Authority in all of the above
Coordinating actions for all as we carry best intentions through implementation into completion.
Customer Relations Rep. /Exec.
- Big-Picture Visionary -
Technologist, Engineer or SME
- Idealist -
Business and Enterprise Architects
- Philosophical, Broadly Intellect-Based -
Collaborate
Synchronize
Technical Supervisors
- Hierarchical Structure (Power Person) -
Coordinate
Order Entry Specialist /Architect
- People Person -
Customer Relations Rep. /Exec.
- Big-Picture Visionary -
Technologist, Engineer or SME
- Idealist -
Business and Enterprise Architects
- Philosophical, Broadly Intellect-Based -
Technical Supervisors
- Hierarchical Structure (Authorities /
- Power Person) -
Reality Check, Practical
Insights, Voice of Reason
Formal Decision
with Initial Plan
Vision &
Concept
Service Owners
- Pragmatic, Technical and Business-Minded -
Hit a key when ready.
B4
©GregoryP.Rowe,greg@roweservices.com

49. Final Elements of Cycles of Success
Front-Line Cycles, Middle Diagonals, Heroic Horizontals, Up and Down Verticals,
Universal Joints
49>> Back to Contents
B5

50. Success across Lifecycles within an Integrated System
1. Front-Line Cycles – A closed loop of interactive support
2. Middle Diagonals – Lively collaboration amongst experts
3. Heroic Horizontals – The ecosystem from promising to receiving
4. Up and Down Verticals – Coordination from strategy to projects and operations
5. Universal Joints – Flexibility to adjust quickly at all levels
50
Hit a key when ready.
B5
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion

51. Do you ever go through constant pain just to maintain?
A baseline alignment
51
Hit a key when ready.
B5
A. Introduction
B. Success across Lifecycles
1. Support Cycles
2. Cross-Diagonal Expertise
3. Top-Down Horizontal Management
4. Bottom-Up Verticals
5. Universal Joints
C. Conclusion
>> Back to Contents
Complexity Behind the Model

52. ProductSupport
Don’t just
“slam in”
changes –
transition
smoothly
Customer
Leadership
Agree what’s
required
Fill
Orders
Change
Management
Is your chaos
manageable?End User
Consumers
Risk
Management
Technical
Management
Project
Management
Resources
Programmatic
Change
Control
Security
Management
Problem
Management
Architect &
Engineer
New Services
Customer
Service /
Operations
ProduceProducts Infrastructure
Issues
Some incidents
have a hidden root
or are systemic.
Account
Managers
(BRM, SLM)
Quality
Controlled
Source
Recurring
Incidents
Managing
Capacity,
Availability
& Continuity
Service
Desk
© Gregory P. Rowe, gp@kgit.net
Hit a key when ready.
Incident
Management
Transition Planning
and Release
Management
Decision-
Making
& Master
Scheduling
Financial
Management
24x7
Operator
Resources
Budgeting
Accounting
Charging
Quality Re-
Alignment
to Value
Count costs
of change
Decide
Redundancy
Operate as efficiently
as if in a bottom-line
business or mission.
52
Catalog Type
of Orders
(Standard)
New/Changing
Requirements
Request
Fulfillment
Application
Management
Releases
Changes
Errors
Configuration
Management
Recrods
Problems
Items
Incidents
As specialize
also integrate.
(Closed-Loop)
The 26 Processes Assigned to Two to Four Positions or Domains
Those are the processes. Next: What it looks like in action…
Relationships & Requirements Products & Services
InfrastructureApplications &
Ops ControlFulfillment
Master Scheduling & Knowledge Management
Governance & Quality Management
Strategic Leadership
Demand Management
Service Portfolio Management
Service Level Management
Knowledge Management
Service Asset…
…and Configuration Management
Service Catalogue Management
Business Relationship Management Transition
Planning…
…and Support
Financial Management for IT Services
Access Management
Availability Management
Incident Management
Information Security Management
IT Service Continuity Management
Supplier Management
Event Management
Capacity Management
Request Fulfillment
Projects
Architects -
- Engineers
App Dev -
- App Management
Technical Management
CSI's 7-Step Improvement Process Problem Management
Service Validation and TestingChange Evaluation
Release and Deployment Management
Change Management
Design Coordination
(Service Asset and Configuration Management and the Transition Planning and Support Process)
Strategy Management for IT Services
Busi.
Analysts
Sys.
Admins
User
Calls
Service
Owners
©GregoryP.Rowe,gp@kgit.netgreg@roweservices.com
1
2 3
4
1 4
B5
©GregoryP.Rowe,greg@roweservices.com

53. Summary
A. To be whole is to be one - so shake the oil and vinegar.
B. Success is across many Lifecycles
1. A closed loop of operational support ensures continual success at the front
line of consumer interactions, where long-term success is determined.
2. Lively collaboration among experts across functions brings unimagined
solutions and innovations
3. Ecosystems need to equitably promise and receive value. Good accounting
can save you from yourself even though it’s not the mission.
4. Coordination must be side-to-side, top-to-bottom and bottom-up.
Otherwise projects will ruin operations or visa-versa. So integrate
milestone-level schedules far in advance. Make it part of the Life Concierge.
5. It’s all held together by strong yet flexible universal joints.
C. Conclusion
53
©GregoryP.Rowe,greg@roweservices.com

54. C
Conclusion
54

55. Leading Frontally,
Managing from
the Center
Don’t just
“slam in”
changes –
transition
smoothly
Customers
(Upstream)
Requirements,
Proposals &
Portfolios
Change
Coordination
Is your chaos
manageable?
Individual
Consumers
Security
Management
Technical
Experts
(internal/external)
Design
Coordination
(Cross-
Functional)
Project
Change
Control
Continuity
Management
Root Cause
Analysis
Architecting &
Engineering:
New/Updated
Business
Analysis,
Price & Cost
Quality
Controlled
Definitive Source
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Release
Management &
Deployment Planning
Decision-Making
for major changes &
Transition Planning.
Financial
Management
Operations
Control
and
Deployments
Budgeting
Accounting
Charging
Measuring
Quality
Costs of change
Interactions
& Request
Fulfillment
Resolution
of Issues
At some point we all get stuck.
Tactical and Operational
Activity Layers of Core
Organizational
Processes
Back Office
Negotiation End Users
Level 1 Support
& Service Desk
Level 2
Level 3
Most leaders who work hard eventually arrive
at basic incident and change management.
Yet most never move beyond Level 3, as
shown to the right. (Click when ready.)
At that point anyone who has stopped at
a fundamental, rudimentary basis fails.`
Stalin: “We have no problems.” Instead,
grow up, ok? Wanna dance the 12-step?
Then deeper issues arise.
Music by Longzijun
Efficient processes for effective
management
Service
Levels
Agreements &
Expectations
Releases
Changes
Configuration
Management
Problems
Items
Incidents
Errors
Catalog
There was eloquence and relative
simplicity for IT Management under ISO
20,000 & ITIL® v2 (before v3 2007, 2011)
55

56. Whole
Don’t just
“slam in”
changes –
transition
smoothly
Customers
(Upstream)
Requirements
& Catalog
Change
Coordination
Is your chaos
manageable?
Individual
Consumers
Security
Management
Technical
Experts
(internal/external)
Design
Coordination
(Cross-
Functional)
Project
Change
Control
Continuity
Management
Root Cause
Analysis
Architecting &
Engineering:
New/Updated
Business
Analysis,
Price & Cost
Quality
Controlled
Definitive Source
Gregory P. Rowe, greg@roweservices.com
Hit a key when ready.
Release
Management &
Deployment Planning
Decision-Making
for major changes &
Transition Planning.
Financial
Management
Operations
Control
and
Deployments
Budgeting
Accounting
Charging
Measuring
Quality
Costs of change
Requests &
Fulfillment
Resolution of
Issues
The eloquence
and relative
simplicity of
ISO 20000
& ITIL® v2
(before v3
2007, 2011)
Tactical and Operational Activity Layers of Core
Processes
Back Office
Negotiation End Users
Level 1 Support
Level 2
Level 3
Most people who work
hard eventually arrive
here.
At that point anyone
who has stopped at
a fundamental,
rudimentary basis
fails.` Stalin:
“We have no
problems.” Instead,
grow up, ok?
Wanna dance
the 12-step?
Then deeper issues arise.
Music by Longzijun
Efficient
processes for
effective
management
Service
Levels
Agreements
Releases
Changes
Configuration
Management
Problems
Items
Incidents
Errors
A healthy,
energetic,
integrated
system.
56

57. 57
Continual Service &
Process Improvement
Technical
Management
Transition
Planning and
Support
Service Portfolio
Other
Functions
Other
Resources
Application
Management
Service Asset and Configuration Management
Customers
Service
Desk
Operational
Change
Implementers
Consumers
ITIL® Version 3 2011 with Lifecycle – Entire Management System
IT Service
Continuity
Management
Problem
Management
Availability
Management
© Gregory P. Rowe, gp@kgit.net.
Release and
Deployment
Management
Incident
Management
Capacity
Management
Financial
Management
Event
Management
Demand
Management
Request
Fulfillment
IT Service Operations
Access
Management
Info. Security
Management
Project
Teams
DevelopmentProcurement
Business Analysis
System Architecture
Supplier
Management
Ops Control Facilities Mgt
Service Strategy: Take a strategic view of services
The Realization of Value
Service
Level
Management
Change
Management
Infrastructure
Continual Service Improvement
Systematically improve
Design and develop
Service Transition: Implement and update
Service Operation:
Deliver & support
Service
Catalogue
Management
(Not ITSM)
Business Relationship
Management
PMO SMO
Service
Knowledge
Management
System
C

58. Coordination Layer – The flow of
collaboration across the service life cycle
58
Senior
Leadership &
Programs
Architects Project Management
Technologists &
Implementation SMEs
Customer/Patron
Relations
Operations
Change
Management
Developers &
Design Engineers
Design
Package
Collaboration Coordination
BRM
Reference
Architectures
SMO*
PMO
Automated
Change Models
Portfolios
OLAs
Steering
Groups
Operational
Scheduling
Lifecycle
Leadership
Transition
Planning
*Service Management Office
Weak
Link
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Functions through which
processes flow
easily when
properly
aligned
Context: An applied framework with a strategic
perspective on twenty-six core processes
C

59. End
See References
59

60. Recap (Feel free to jump back to a section)
1. Support Activities
2. Experts Collaborating
3. Delegation of Authority over Value
4. Coordination of Changes and Tasks
5. Organizational Structure
60Hit any key for next slide when ready. Here’s what we’ll talk about.
©GregoryP.Rowe,greg@roweservices.com
Slide 16
Slide 22
Slide 27
Slide 36
Slide 50