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![Traditional frameworks and Digital?
Commercial in Confidence 4
The problem with “best practices” is that they arrive after you need them….
The world is moving too fast!
ITIL™ 2011
• AXELOS selling the same “timeless” concepts
• Do Netflix, Amazon or Google use ITIL?
• One thing they all have in common is a move away from the call centric model…
COBIT 5 ™ (2012)
• Still as useful as ever…;-]
ISO20000
• Last updated 2011, currently being re-developed (5 year cycle)
PRINCE2/PMBoK/MSP ™
• Still useful for initiatives with certain levels of risk, complexity and value (but not ambiguity)](https://image.slidesharecdn.com/opengrouppublicdeck-171212010445/85/Future-Proofing-Your-IT-Operating-Model-for-Digital-4-320.jpg)
![Evaluating Capability Integration @ Flowability ;-]
• Extended from IT4IT to create
holistic capabilities
• Flow can be estimated
• Tools investments can be
justified related to the Value
Streams
• Operating Model can
accommodate different
service portfolios
• May need multiple instances
of some Value Streams
Functional
& Integrated
Functional
but decoupled
Functional Gap
Not evaluated
Single System of Record
ICT Governance
• Risk & Compliance Management
• Security Management
• Operating Model assurance
Technology Business Management
• Supplier/Vendor Management
• Financial Management
• Resource Management
Demand
Project Publish
Incident
Monitor & event
Problem
Change
Test
PLAN BUILD DELIVER RUN
STRATEGY TO
PORTFOLIO
REQUIREMENT
TO DEPLOY
REQUEST TO
FULFILL
DETECT TO
CORRECT
Portfolio
Fulfil
Release & Deploy
Design & Develop
Strategy &
Innovation
Filter & shape Request
Recharge
Knowledge
Platform Management
• API Management
• Platform Lifecycle Management
• Availability, Capacity & Service Continuity Management
Operations Management & Service Integration
• Service Analytics
• Service Transition, Config & Asset Management (CMDB)
• Service Level Management & Vendor Management
• Service Risk Management](https://image.slidesharecdn.com/opengrouppublicdeck-171212010445/85/Future-Proofing-Your-IT-Operating-Model-for-Digital-16-320.jpg)
Uploaded byDavid Favelle
Future Proofing Your IT Operating Model for Digital
The document discusses the evolution of IT operating models from 2004 to 2017, emphasizing the need for agility and integration in response to rapid technological advancements. It highlights challenges such as established best practices becoming outdated and the necessity for a continuous improvement mindset while leveraging frameworks like IT4IT and DevOps. The document advocates for a comprehensive approach to managing IT services that encompasses strategy, governance, and operational execution to drive business value efficiently.
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Future Proofing Your IT Operating Model for Digital
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- 3. Is Bimodal An Answer? Commercial in Confidence 3 Remember Y2K and the days of eCommerce? Gartner proposed that we need 2 IT shops: 1. A cool funky team that gets stuff done 2.A legacy team to run the legacy portfolio But aren’t these all interdependent? The real questions are: 1. How do we change faster 2. What does the destination look like?
- 4. Traditional frameworks and Digital? Commercial in Confidence 4 The problem with “best practices” is that they arrive after you need them…. The world is moving too fast! ITIL™ 2011 • AXELOS selling the same “timeless” concepts •Do Netflix, Amazon or Google use ITIL? • One thing they all have in common is a move away from the call centric model… COBIT 5 ™ (2012) • Still as useful as ever…;-] ISO20000 • Last updated 2011, currently being re-developed (5 year cycle) PRINCE2/PMBoK/MSP ™ • Still useful for initiatives with certain levels of risk, complexity and value (but not ambiguity)
- 5. An Operating Model Journey….(2004 to 2017) Business Information Services’ Operating Framework BUSINESS ServiceLevelManagement BusinessCapabilityRequirementsAnalysis Management Processes IT Strategy, Planningand Governance IT Financial Management Vendor Management Workforce Management Programme Management Service Processes Problem Management Configuration Management Availability Management Change Management Security Management Capacity Management Service Functions Solutions and Services Development Analyse Requirements Design Solution/ Service Build and Test Solution/ Service Deploy Solution/ Service Release Management Project Management Control Production Service Continuity Manage Technical Environment Manage Software Storage Management Managing Technology Environment Request Management Incident Management IT Services Promotion Service Desk Business DEMAND Drives SUPPLY of IT Services Through Processes Executed by Our Workforce Governed by Controls IT Process Framework Service, Asset & Process Owners IT Services Management Committee IT Portfolio Management Committee IT Strategy Committee Embedded Process Controls SMO PMO Board & Business Strategy Committees IT Exec CEO IT Service CatalogueIT Service Pipeline IT Service Portfolio Engage Business Corporate & Line of Business Strategy & Governance Portfolio & Investment Requirements Change the Business New Capabilities Programmes & Projects Business and IT Services Service Operations Changes Run the Business Operational Alignment BT Teams Strategy & Architecture Integration ServicesService Delivery Business Services Strategise & Plan IT Services Strategy (WHAT) Technology & Sourcing Strategy (HOW) Define & Build Transition Operate & Support Assure & Optimise Govern Services & Lifecycle and Manage IT Business Plan Service Portfolio Operating Model MSP Pattern Operating Model Service Management Office Professional Services Applications Services Technical Services Infrastructure Suppliers System Integrators BusinessRelationship Management Build Run Programmes & Projects Operate & Maintain Underpinning Capabilities • Strategy & architecture • Financial Management • Service Portfolio Management • Security • Governance & Risk • Service Analytics • Transition planning • Supplier management • Project Management • Continuous Improvement • Knowledge Management • Resource Management Service Desk Service Integration & Orchestration Path to Production & Transition Management PortfolioofCustomers Initial Focus Areas Concept Improve Engage Investment Management Demand Management Relationship Management Innovation Management Govern IT Risk & Compliance Management Performance Management Operating Model Assurance Problem Management Requirements Definition Options Analysis Operate Incident Management Request Fulfillment Service Level Management Event Management Access Management IT Continuity Management Supplier Management Security Management Availability Management Capacity Management Financial Management Asset Management Transition Release Management Change Management Configuration Management Testing Management Knowledge Management Service Reporting Improvement Management Design Build Experience Design Solution Design ITSM Design Workload Management Development Management Quality Assurance Project/Programme Management Strategise & Plan Strategy Generation Service & Asset Portfolio Management Architecture Management Planning, Resource & Workload Management Workload Management Digital Delivery (Build – Operate – Transfer) Digital Business Portfolio Partner n Digital Partners ITSM (Shared tools & taxonomy with SIAM) Partner 1 Service Design Service Delivery Operations Governance Enterprise Security Internal IT Procurement & Commercial GRC Support Omni-Channel Support Operational ITSM Service Operations Partner 1 Partner 2 Partner n Enterprise Partners Partner 3 Portfolios Development Transition Chat Calls Self Service Physical Business Demand Digital Program Business UnitsOffice of CIOUsers Operating Model Business End Users Supply Service Support Service Operations Partners Internal Partners Continuous Improvement Internal Service Management Project Management ICT Governance Service Development Transition Automation Relationship Management Strategy, Architecture, Service Portfolio Management Design Principles 1. Highly Automated 2. Multi-channel 3. Experience & value driven 4. Agile development 5. Service Operations focus 6. Integrated partners 7. Measurement focus Demand © ValueFlow IT 2016 Enterprise IT Pattern Partner management
- 6. 8 things I learned along the way… 1. Plan – Build –Run < Operating Model 2. Operating Model > Structure 3. Governance controls are not separate 4. Independent “culture” change programs don’t 5. Framework de jour initiatives don’t deliver 6. Initiatives independent of the Service portfolio and Sourcing Model don’t work well 7. Leaders like the idea but struggle to design their own model 8. Nobody cares enough about FLOW Commercial in Confidence 6
- 7. IT Operating Model IT Strategy, EA & Governance Business Strategy Technology & Sourcing Roadmaps Service Portfolio (target), Medibank Assets & Sourced Services Dimensions of IT Operating Model for a Digital Future 7 Service Portfolio (Digital & Traditional Services) Management Tools & Automation Value Streams & Capabilities - Requirements to Deployment - Request to Fulfill -Detect to Correct Measurement & Improvement Service Brokerage & Partner Integration Organisational Design Leadership & Culture Engagement Model & Demand The IT Operating Model concept has recently emerged as a way of fully expressing the integrated set of capabilities needed to run modern IT It is a multi-dimensional system operating together to deliver business technology value Governance
- 8. Vectors indicate Portfolio tending to CD & SaaS 8 “Continuous delivery is a set of practices and principles aimed at building, testing, and releasing software & related services faster and more frequently” As leaders, how can we enable these value streams? DevOps Lean Startup (build – measure –learn) Agile (Development) Lean (End to End Flow) Value Scrum, Kanban (process) XP (Engineering) Idea ITSM & Continuous Operations
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- 13. IT4IT™ Reference Architecture: The Backbone of Flow 13 Configuration Management Component Service Monitoring Component Event Component Incident Component Change Control Component Diagnostics & Remediation Component Service Level Component Problem Component Usage Component Chargeback/ Showback Component Fulfillment Execution Component Request Rationalization Component Catalog Composition Component Offer Management Component OfferConsumption Component Release Composition Component Build Package Component Build Component Test Component Defect Component Service Design Component Project Component Source Control Component Requirement Component Service Portfolio Component Portfolio Demand Component Proposal Component Policy Component Enterprise Architecture Component Require- ment Test Case Problem, Known Error Incident Source Charge- back Contract Build Offer Sub- scription Service Contract Event Portfolio Backlog Item IT Initiative Build Package Service Catalog Entry RFC Usage Record Run Book Service Monitor Defect Request Fulfill- ment Request Shopping Cart Con- ceptual Service Logical Service Service Release Blueprint Actual Service Desired Service Service Release Scope Agree- ment Policy Enter- prise Architec- ture Charge- back Record Strategy to Portfolio Requirement to Deploy Request to Fulfill Detect to Correct IT4IT™ is a trademark of The Open Group Auxiliary data object IT4IT version: 2.1 Key data object Service model object Entity relationship Key functional component This diagram is based on material developed by the IT4IT™ Forum of The Open Group – Jan 2017
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- 15. Presenting Capabilities using IT4IT Single System of Record ICT Governance • Risk & Compliance Management • Security Management •Operating Model assurance Technology Business Management • Supplier/Vendor Management • Financial Management • Resource Management Demand Project Publish Incident Monitor & event Problem Change Test PLAN BUILD DELIVER RUN STRATEGY TO PORTFOLIO REQUIREMENT TO DEPLOY REQUEST TO FULFILL DETECT TO CORRECT Portfolio Fulfil Release & Deploy Design & Develop Strategy & Innovation Filter & shape Request Recharge Knowledge Service Integration & Operations Management • Service Analytics • Service Transition, Config & Asset Management (CMDB) • Service Level Management & Supplier Integration • Service Risk Management • Using IT4IT to evaluate and define Operating Model capability in each value stream • The automation architecture needs to integrate the supporting capability requirements • The Value Streams draw on frameworks/guidance from all useful sources including: • IT4IT, ITIL, Agile, SIAM, Prince2/MSP, COBIT, TBM as appropriate Platform Management • API Management • Platform Lifecycle Management • Availability, Capacity & Service Continuity Management
- 16. Evaluating Capability Integration @ Flowability ;-] •Extended from IT4IT to create holistic capabilities • Flow can be estimated • Tools investments can be justified related to the Value Streams • Operating Model can accommodate different service portfolios • May need multiple instances of some Value Streams Functional & Integrated Functional but decoupled Functional Gap Not evaluated Single System of Record ICT Governance • Risk & Compliance Management • Security Management • Operating Model assurance Technology Business Management • Supplier/Vendor Management • Financial Management • Resource Management Demand Project Publish Incident Monitor & event Problem Change Test PLAN BUILD DELIVER RUN STRATEGY TO PORTFOLIO REQUIREMENT TO DEPLOY REQUEST TO FULFILL DETECT TO CORRECT Portfolio Fulfil Release & Deploy Design & Develop Strategy & Innovation Filter & shape Request Recharge Knowledge Platform Management • API Management • Platform Lifecycle Management • Availability, Capacity & Service Continuity Management Operations Management & Service Integration • Service Analytics • Service Transition, Config & Asset Management (CMDB) • Service Level Management & Vendor Management • Service Risk Management
- 17. Detect to Correct Current State Mapping (D2C) Problem ComponentIncident Component Service Level Component Event Component Change Control ComponentDiagnostics & Remediation Component Service Monitoring Component Configuration Management Component Collaboration KnowledgeSelf-Service Support Discovery Integration Reporting ServiceNow Knowledge Wiki Splunk Cognos BA Foglight https Tibbco MS SharepointServiceNow Portal Nagios VMWare vRealize Voice Biometrics Enterprise ESB? REST, Web Services ServiceNow ITOM ServiceNow Performance Analytics MS Excel MS Access Ivanti Xtraction ServiceNow Alert Intranet Splunk ServiceNow Connect ServiceNow Portal ServiceNow Knowledge DynatraceSolarwinds Splunk ServiceNow Event ServiceNow Knowledge ServiceNow Orchestration Jira ServiceNow Change ServiceNow Incident Jira/Wiki ServiceNow Problem VMWare vROPS Asset ServiceNow Configuration MS SCCM ServiceNow SLM ServiceNow Service 360 SMS Email Phone Skype MS Sharepoint Does not fully support capability, change required Fully supports capability, keep Future addition, consolidation opportunity Incident Event Incident Runbook RFC Conversation Enquiry Problem Runbook RFC Service Performance CIs RFC Changed CIs Remediation Notification Planned for removal
- 18. Hypothesis: Transform by targeting Digital Operating Model Capability Levels Functional •Service inventory identified •Plan-build-run concept •Tooling in place but de-coupled •CAPEX funding •Functional measures in place •Local behaviours Internally Integrated • Patterns & frameworks driving capability uplift • Engagement model in place •‘Service backbone’ established • Value Streams understood and driving improvement • Supporting capabilities linked to Valuestreams • Service level under management • Automated provisioning Value Chain Integrated •End to end Value Steam Integration •Full lifecycle designed and implemented Service Lifecycle under management •IT4IT based architecture •Continuous Delivery in place •ServiceNow and associated tool chain elements automated (where possible) •Consumption based model Cross functional culture •Cloud and service orchestration Digital Operating Model •Business Process service platforms (..aaS) established •Optimised for industry Verticals •Experimentation and learning culture & practices •Digital leverage applied (Service AI, IoT etc.) •Pace layer driven •Platform and product independently managed •Lean startup driven synchronous flow with business and customer needs •Continuous Operations ValueFlow IT Operating Model Capability Framework © Ø % Services covered Ø MTTR Ø WIP Ø % revenue Ø Support NPS Ø Value Stream LT, PT, % C&A Ø % automated provisioning Ø Average availability Ø Cost to serve Ø End User CX Ø CX metric driving Ø Flow metrics driving Ø Lifecycle value optimised Ø Supplier portfolio optimised Ø Flow metrics established Ø Throughput per portfolio Ø % orchestrated Ø Value stream cost Ø Lifecycle cost Most Enterprise IT
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- 20. First the “WHY” of your IT 20 • Engagingto understand business needs, • Building or brokering optimal services • Operating safely and efficiently, and • Delivering a compelling customer experience • Transformed IT Operating Model based on emerging thinking: Working smart • Choosing and integrating partners that fit our model and aspirations • High level of ServiceNow automation • Cultivating a culture of excellence & collaboration Enable our business to outcompete their opposition using technology
- 21. IT Operating Model IT Strategy, EA & Governance Business Strategy Technology & Sourcing Roadmaps Service Portfolio (target), Medibank Assets & Sourced Services IT Operating Model for a Digital Future 21 Service Portfolio (Digital & Traditional Services) Tools & Automation Value Streams & Capabilities - Requirements to Deployment - Request to Fulfill -Detect to Correct Measurement & Improvement Service Brokerage & Partner Integration Organisational Design Leadership & Culture Engagement Model & Demand The IT Operating Model concept has recently emerged as a way of fully expressing the integrated set of capabilities needed to run modern IT It is a multi-dimensional system operating together to deliver business technology value Governance
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- 23. Service Portfolio led Capability Development 23 Value Stream Designs Supporting Capability Designs Organisational Change Plans 2. Design Value Streams • Cadence requirements • GRC control requirements •Process requirements • Tool chain & Automation • Metrics • Support Model Requirements • Roles & Skills • Organisational Roles & Responsibilities • Current state gap analysis Target Portfolio of Value Streams & Capabilities Informs 1. Discover & Analyse Capture data: • Service Portfolio • Business value drivers • Delivery/Sourcing Models • Existing cadence fitness • Resource types & groups • Architectural complexity Service Family Service Family Service Family A Analyse all Services work to find service families with similar attributes and value stream requirements Service Family Service Family Service Family B Service Family Service Family Service Family C Service Family Service Family Service Family… n 3. Implement Value Stream Designs & Supporting Capabilities • Prioritise Value Streams • Deliver capabilities via Scrum & Kanban • Measure performance • Revise and continue
- 24. Organising Capability into a Roadmap of Releases 24 Single System of Record ICT Governance • Risk & Compliance Management • Security Management •Operating Model assurance Technology Business Management • Supplier/Vendor Management • Financial Management • Resource Management Demand Project Publish Incident Monitor & event Problem Change Test PLAN BUILD DELIVER RUN STRATEGY TO PORTFOLIO REQUIREMENT TO DEPLOY REQUEST TO FULFILL DETECT TO CORRECT Portfolio Fulfil Release & Deploy Design & Develop Strategy & Innovation Filter & shape Request Recharge Knowledge Operations Management & Service Integration • Service Analytics • Service Transition, Config & Asset Management (CMDB) • Service Level Management & Vendor Management • Service Risk Management Platform Management • API Management • Platform Lifecycle Management • Availability, Capacity & Service Continuity Management • Outlines the sequence of capability themes within each release • Release capabilities may merge or overlap, as maturity in each capability group are assessed • Sequencing will often depend on incumbent tool replacement timeframes and maturity level in non- ITSM part of the technology lifecycle Release 4+ – Integrated IT Release 3 – Agile IT Release 2 – Smart IT Release 1 – Reliable IT
- 25. Capability Development Roadmap version n.n Release 1 Release2 Release 3 Release ….N Capability Uplift Cycles (Releases/ Sprints) ServiceNow Capabilities Required (Functions, Applications) Incident Problem Change Config Organisational Capabilities • Basic SMO capabilities • Professional Demand Services • Service Mgmt reporting & governance • Teams become aware of current sources of work and can prioritise • Establish standardised infrastructure and application support models • Establish CSI / process governance • SMO extensions • Integrated Service Mgmt with Operations team • Further IT transition practices • Report performance & cost per service • Establish integrated vendor/supplier mgmt (initial SIAM) • Consumption based offerings and chargeback • Integrate governance & risk controls • Continuous uplift of Service Mgmt capabilities (CSI) • Establish automated provisioning and advanced release management (CD/CI) • Design Service Mgmt capabilities to be leveraged by non-IT teams & customers • SIAM model in place • Public Cloud leverage and services • Health business process service support • End to end support for Digital Hospital Services • Establish portfolio aligned delivery and lifecycle management practices • Extend governance, risk and threat capability • Initiate Bots and AI – predictive, autonomous services Service Desk Uplift Engagement and Demand changes D2C and R2F process/tooling uplift Collaboration & Communities SMO established Catalog Discovery Orchestration Service Mapping Release Asset Cost Operational Intelligence Knowledge Service Level Benchmarks Cloud Mgmt Service Portal Baseline Reports Performance Analytics Service Portfolio Dashboards Service Mgmt tools uplift Service Analytics Predictive Analytics Business Process Analytics Service Mgmt as a Service GRC Offerings, Requests, Fulfilment Vendor Performance Release Capabilities Security Incident Response Vulnerability Response Threat Intelligence Ideation Demand Automated Test Framework Event PPM Resource APM Agile Fin Mgmt Clinical Application Service Support ESM / CSM Integration Service Catalogue/Offerings online KPI based analytics Platform architecture SIAM establishment SIAM Automation Cloud Services Demand-Projects established Tool Chain Cycles Automation and Integration ITSM Tool replacement Other ServiceNow and non ServiceNow tool chain initiatives Manage multi tenant environment Service Lifecycle Governance Customer Lifecycle Services Service Innovation
- 26. Reflect & Act 1. What are the digital aspirations of my business? 2. What are my current and future Service Families? 3.Is my IT Operating Model and its constituent value streams ready? 4. How can I leverage IT4IT, tools and emerging frameworks to accelerate IT capability? 5. Futureproof: Am I working in the system or on the system? Commercial in Confidence 26
- 27. As leaders, improving our work IS our work Fret not where the road will take you. Instead concentrate on the first step. That is the hardest part and that is what you are responsible for. Once you take that step, let everything do what it naturally does and the rest will follow. Don’t go with the flow. Be the flow. ~ Shams of Tabriz (13thcentury) Rule 19 of the 40 rules of Love