Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
IT4IT and DevOps Tools Landscape (2020).Rob Akershoek
Complete overview of the IT management tooling landscape 2020. Key market players / vendors in the IT4IT and DevOps tooling ecosystem. Automate and streamline your end-to-end DevOps tool chain.
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
IT4IT and DevOps Tools Landscape (2020).Rob Akershoek
Complete overview of the IT management tooling landscape 2020. Key market players / vendors in the IT4IT and DevOps tooling ecosystem. Automate and streamline your end-to-end DevOps tool chain.
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
High level overview of the Service value chain activities and information flows (input/outputs) based upon ITIL 4 from AXELOS (ITIL 4 Foundation).
Mapping of the ITIL value chain activities to the IT4IT value streams as defined by The Open Group IT4IT Standard.
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
High level overview of the Service value chain activities and information flows (input/outputs) based upon ITIL 4 from AXELOS (ITIL 4 Foundation).
Mapping of the ITIL value chain activities to the IT4IT value streams as defined by The Open Group IT4IT Standard.
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
The event had a choice of several relevant workshops ITIL & Service Delivery based. Typically each session was hosted by two expert IT Practitioners and with a class size of no more than 10 delegates for Workshops and 20 delegates for Master Classes. The class size was designed to allow engagement with both the experts and other delegates.
Frameworks to drive value from your investment in Information TechnologyJohn Halliday
This PDF presentation aims to assist the C-Suite (CEO, CIO, CRO, CSO), Board Members and Audit and Risk Committees to be aware of good IT governance frameworks and references and thereby have Value conversations with IT professionals (and assist IT professionals to drive, and prepare for these conversations). It will cover a wide range of frameworks and references. Enjoy!
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
PECB Webinar: Aligning ITIL/ISO 20000 Service Design and TOGAF Enterprise Arc...PECB
Summary:
The ITIL Service Design stage specifies 8 key IT processes that organizations need to excel at, if they are to develop effective designs for their IT ecosystem.
TOGAF is an Enterprise Architecture Model that takes a holistic and integrated look at how architectures are conceptualized and implemented.
To get Service Design right means the individual/organizations has to have some sort of knowledge and experience in the use and adoption of TOGAF.
IT Projects go wrong in the Service Design stage and they further go wrong because they lack the rigor that an enterprise architecture brings into play.
In this webinar we will explore the following:
• The very heart of ITIL Service Design
• The 8 Design Process
• TOGAF Introduction
• Architecture Development Lifecycle
• IT Infrastructure and Application Design Issues
• The Link between Service Design, Enterprise Architecture and IT Implementation
Presenter:
Orlando is an Enterprise Architect and Programme Director with over 15 years’ experience in the field of Computing and Information Technology Consulting. He has an excellent technical background and has carried out Project Management, Service Management, Assurance, Advisory and System Integration Projects within SAP, Microsoft, Oracle, HP, Cisco and other solution areas of Information Technology. He has led more than 100 successful engagements for clients over the past 15 years. Orlando has developed various documentation for Enterprise Architecture, IT Service Management, CRM Implementation and Information Security. He has also trained over 2, 000 Professionals on (ITIL, TOGAF, Business Analysis, COBIT, CMMI, XBRL, ISO 20000, ISO 27001 and ISO 22301).
The success of any transformation efforts depending on the best practices followed over the transformation and beyond. Enterprise Architecture practice helps to execute the transformation efforts seamlessly. This presentation discover more details.
Beverly Weed-Schertzer explains how ITIL, the most widely used IT service management framework, supports business objectives, enables changes, adds value to service risk management, and optimizes customer experience while being economical. Additionally, this explores the various trends in the domain and serves as a one-stop guide for all aspiring professionals looking to build a career in this discipline.
In November, IT4IT(TM) 2.0 was released to the IT industry. In this webinar, Michael Fulton, President, CC&C Americas and member of Open Group IT4IT Forum Steering Committee, will share his perspective on IT4IT and what it means to the IT industry and how you as an individual can take advantage of it within your career
Agile IT Operatinos - Getting to Daily ReleasesLeadingAgile
Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
2. Speaker bio
• Charlie Betz is Director of Strategy and Innovation (aka Chief Architect) for a major US telecom and ecommerce
hosting provider, currently assigned to large enterprises in the retail and healthcare sectors.
• Representative to the IT4IT Strategy Board, a new Open Group standard for the “business of IT”
• Previously he was Research Director for IT Portfolio Managmeent at Enterprise Management Associates. He spent 6
years at Wells Fargo as VP and Enterprise Architect for IT Portfolio Management and Systems Management. He has
held architect and application manager positions for Best Buy, Target, and Accenture, specializing in IT
management.
• He is sole author of Architecture and Patterns for IT and co-author of several works with Lean collaborators and for
ISACA’s COBIT.
• Charlie lives in Minneapolis, Minnesota with his
wife Sue and son Keane.
3. What we will cover
• Overview and positioning of IT4IT
• IT4IT governance
• IT4IT content
• IT4IT Agile workstream
• Getting involved
3
4. IT4IT overview
• Industry standard for the “business of IT”
launching this October at Open Group
conference in London
• Started out of discussions between Shell,
HP and other customers
• Intended to be more prescriptive and
architectural than ITIL or COBIT
• Emphasis on end to end IT value streams
and conceptual data model
• Similar in scope and intent to reference
architectures such as eTOM and ARTS
4
5. Solving problems that every enterprise has
Building a reference architecture that allows IT to be a business innovation center
Policy
Management
Plan Build Deliver Run
Why create a customer consortium
• History of every new initiative reinventing IT foundations
• Issues are industry independent
What and next steps
• End-to-end business service lifecycle for existing/future paradigms
• Open standardization process
How
• With broad integrated processes to deliver higher value than silos
• Support for industry process models like ITIL and COBIT
Service
Portfolio
Management
Conceptual
Service
Conceptual
Blueprint
Policy
Requirement
Management
Requirement
Defect
Management
Defect
Problem
Management
Problem
Incident
Management
Incident
Proposal
Management
(Investment)
IT Cont ract
Project
Delivery
Management
IT Project
Test
Management
Test Case
Catalog
Management
Of fer
Service Catalog
Ent ry
Subscription
Management
Subscription
Billing &
Chargeback
Chargeback
Record
Diagnostics &
Remediation
Runbook
Event
Management
Event
Business
Architecture
Management
Business
Architecture
Demand
Management
Demand
Service
Development
Management
Source
Build
Management
Deployment
Package
Request &
Routing
Management
Fulfillment
Request
Usage
Management
Usage Record
Service
Monitoring
Service
Monitor
IT
Architecture
Management
IT Architecture
Service
Design
Management
Design Package
Logical Service
Blueprint
Change
Management
RFC
Configurat ion
Management
Actual Service CIs
Release
Management
Release Package
Service Release
Deployment
Management
Service
Release
Blueprint
Desired
Service CIs
6. Leveraging business value chain success in IT
Designed by customers like you over the last 2 years using real world use cases
Based on Porter’s value chain and lean manufacturing value streams concepts
Efficiency
&
Finance & assets Agility
Sourcing & vendor
Intelligence & reporting
Resource & project
Governance, risk and compliance
IT Value Chain
Plan Build Deliver Run
Reference Architecture
7. Realizing a service-centric style of IT
IT Value Chain integration prescription delivers end-to-end traceability
Service lifecycle – on a repeatable, predictable, coherent and future safe reference architecture
Pol icy
Management
Service
Portfolio
Management
Conceptual
Service
Conceptual
Blueprint
Policy
Requirement
Management
Requirement
Defect
Management
Defect
Problem
Management
Problem
Incident
Management
Incident
Proposal
Management
(Investment)
IT Cont ract
Project
Delivery
Management
IT Project
Test
Management
Test Case
Catalog
Management
Of fer
Service Catalog
Ent ry
Subscription
Management
Subscription
Bill ing &
Chargeback
Chargeback
Record
Diagnostics &
Remediation
Runbook
Event
Management
Event
Business
Architecture
Management
Business
Architecture
Demand
Management
Demand
Service
Development
Management
Source
Build
Management
Deployment
Package
Request &
Routing
Management
Fulfillment
Request
Usage
Management
Usage Record
Service
Monitoring
Service
Monitor
IT
Architecture
Management
IT Architecture
Service
Design
Management
Design Package
Logical Service
Blueprint
Change
Management
RFC
Configurat ion
Management
Actual Service CIs
Release
Management
Release Package
Service Release
Deployment
Management
Service
Release
Blueprint
Desired
Service CIs
Strategy to
Portfolio
• Plan
• Demand
• Policy
• Selection
Requirement
to Deploy
• Build
• Develop
• Test
• Release
Request to
Fulfill
• Deliver
• Publish
• Subscribe
• Fulfill
Detect to
Correct
• Run
• Monitor
• Diagnose
• Change
8. Enterprise
Architecture
Policy
Proposal
Demand
Service
Portfolio
IT4IT Reference Architecture v1.2
Fulfillment
Execution
Requirement Defect
Defect
Project Test
Service Build
Development
Release
Design
Service Design
Problem Incident
Change
Control
Event
Service
Monitoring
CMDB
Diagnostics &
Remediation
Knowledge &
Collaboration
Chargeback /
Showback
Usage
Request
Rationalization
Shop / Buy / Pay / Manage
Catalog
Aggregation
& Offer Mgmt.
Catalog Composition
& Design
Service
Architecture
Policy Requirement
IT Contract IT Project
Demand Source
Conceptual
Service
Blueprint
Conceptual
Service
Service
Design
Package
Logical
Service
Blueprint
Test Case
Offer
Shopping
Cart
Release
Package
Service
Release
Service
Release
Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment
Request
Subscription
Chargeback
Contract
Request
Problem /
Known Error
Knowledge
Item
Incident
Event
Service
Monitor
Run Book
RFC
Actual
Service CIs
Key Functional Components and underpinning Key Artifacts
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
9. IT4IT Core Metamodel
Level 3: Vendor independent Architecture
Value Stream
*
Functional Component
Artifact 1
*
1..*
SoR
Integration
FC Function
Capability
Discipline
Scenario
*
*
*
*
* *
* *
1
*
Relationship
*
2 2
*
Use cases identified and together with SoR Integrations drive identification of Service Endpoints / Essential services for IT
Attributes needed for SoR integrations and Use cases are indentified
The Class model is mapped to ArchiMate concepts and the IT4IT specification is capture in ArchiMate
Attribute
1
*
Essential
Service
1..*
0..1
1
1
1..*
*
1..*
1
10. Class model for IT4IT Reference Architecture
Level 3: ArchiMate Notation Guide
L3 Element Representation
Value Chain
Value Stream
Capability
(Discipline)
Functional
Component
[Business Function]
Value Chain
[BusinessFunction]
Value Stream
[Business Function]
Capability Discipline
[Appl ication
Component]
Functional
Component
L3 Element Representation
Artifact
Essential Service
SoR Integration
[Data Object]
Artifact
[Application
Service] Essential
Service
[Application
Interaction] SoR
[Application
Collaboration] SoR
12. ITIL positioning in detail
ITIL IT4IT
Positioning Framework describing functions/capabilities/disciplines. Information model driven reference architecture,
supportive of multiple process frameworks.
Origins “Best” or “good” practice origins intended for broad
audience of executives, managers, and individual
contributors.
Originated out of needs identified by enterprise architects
and IT managers for clearer implementation and
integration guidance
Methodology Primarily unstructured narrative. “Process” (similar to
what enterprise architects would term function) is the
primary unit of analysis.
Structured consistently with TOGAF and Archimate. Value
stream, capability, data, system views.
Orientation Oriented to practitioner education rather than solution Solution orientation
Value approach Oriented to deep discussion of individual silo
functions/processes. Beyond overall service lifecycle, does
not emphasize longer lived value flows.
Focused on the end to end flow of four high level IT value
streams (Strategy to Portfolio, Requirement to Deploy,
Request to Fulfill, Detect to Correct) across IT capabilities.
Internal consistency Ambiguous and overlapping terminology in places Mutually exclusive and comprehensive, rigorously
avoiding ambiguity and overlap in its architectural
catalogs
Level of detail Not sufficiently detailed to be of utility to planners and
architects attempting to integrate IT management
infrastructure.
Precise representation of data and integration patterns in
complex IT management domain
Agile Implicit waterfall, top-down planning orientation. Explicit coverage of Agile and DevOps trends.
Maintenance process Long term history of proprietary ownership. Multi-year
revision cycle
Open development process
13. IT4IT Governance
• First open reference model dedicated
to the “business of IT”
• Clear, community process for
maintenance
• Consortium model is the most proven
model for sustaining this kind of
architectural work with accountability
• IT4IT will follow Open Group’s mature
standards development practices
14. IT4IT Consortium members (Sep 2014)
• HP
• AT&T
• Shell
• PwC
• Univ. S. Florida
• Accenture
• Munich Re
• Capgemini
• BP
• Logicalis
• UMBRiO
• Atos
15. IT4IT Content
Value
Stream
Context
Overview
Why it
matters
Deeper
dive
KPIs
High level
flow
Components
Reference
Architecture
Context
Detailed
Architecture
16. Strategy to Portfolio value stream
Sourcing & vendor
Creates a blueprint for optimizing the way you
manage your IT portfolio and investments to drive
business innovation
Efficiency
&
Finance & assets Agility
Intelligence & reporting
Resource & project
Governance, risk and compliance
IT Value Chain
Plan Build Deliver Run
Reference Architecture
17. Strategy to Portfolio
Strategy Service Portfolio Demand Selection
Provides the strategy to use to balance and broker your portfolio
Unified viewpoint across PMO, enterprise architecture & service portfolio
Improves data quality for decision making
KPIs and roadmaps to improve business communication
18. How a user-centric world impacts IT planning
Drive IT portfolio to business innovation
Strategy Service Portfolio Demand Selection
• Bottom-up tactical
monitoring
• Manual data collection
and correlation
• Support / enhance core
business process
• Resource capacity – big
teams, inflexible skills
• 2 year planning
windows, quarterly
reviews
• Cost reduction and
reliability
• 70:30 KTLO to
innovation
• Apps focus: business
process efficiency
• Ops focus: stability,
“change is evil”
• Top-down goals
• KPI monitored via
aggregated measures
• Real-time, automated,
integrated
• New user end points
and edges of process
• Agile teams, multi-sourced,
flexible skills
• 4 quarterly rolling
planning/ bi-weekly
CEO review
• Business innovation and
reliability become table
stakes
• 20:80 KTLO to
innovation
• Sourcing/brokering
• Risk and security
• Customer impact
(loyalty, revenue)
Planned economy
Market economy
Common
Next wave
19. Why Strategy to Portfolio?
Designed to help with investing in the right services
Holistic demand
Across PMO, enterprise
architecture, service
portfolio and business
Business
priorities
Decisions are based on
business needs
Data consistency
Reliability and trust based
on consistent data across
services
Financial visibility
Information on
investment activity and
value realization
Traceability
Link from business
request to what was
delivered
Communication
With business
stakeholders through
service roadmaps
20. Proving value KPIs
Using Strategy to Portfolio to quantify the value of portfolio planning
% of new investment
vs maintenance
Innovation
Capital % CapEx vs OpEx
Costs % planned vs actual
Demand By source and type
% satisfied customers
per service
Usage
Deficiencies in security
policies and standards
Compliance
21. Exploring Strategy to Portfolio
Strategy Service Portfolio Demand Selection
• Define objectives
• Align business and
IT roadmaps
• Set up standards
and policies
• Enterprise
architecture
• Service portfolio
rationalization
• Create service
blueprint and
roadmap
• Consolidate
demand
• Analyze priority,
urgency, and
impact
• Create new or tag
existing demand
• Business value,
risk, costs, benefits
& resources
• What-if-analysis
• Ensure governance
22. Strategy to Portfolio – major components
Strategy Service Portfolio Demand Selection
Enterprise
Architecture
Service
Portfolio
Demand Proposal
23. Problem Incident
Event
Service
Monitoring
V.1.2, Mar 20th 2014
This work is based upon material
developed and publ ished by t he
IT4IT Consort ium
Reference Architecture
Enterprise
Architecture
Policy
Proposal
Demand
Service
Portfolio
Fulfillment
Execution
Requirement Defect
Defect
Project Test
Service Build
Development
Release
Design
Service Design
Change
Control
CMDB
Diagnostics &
Remediation
Knowledge &
Collaboration
Chargeback /
Showback
Usage
Request
Rationalization
Shop / Buy / Pay / Manage
Catalog
Aggregation
& Offer Mgmt.
Catalog Composition
& Design
Service
Architecture
Policy Requirement
IT Contract IT Project
Demand Source
Conceptual
Service
Blueprint
Conceptual
Service
Service
Design
Package
Logical
Service
Blueprint
Test Case
Offer
Shopping
Cart
Release
Package
Service
Release
Service
Release
Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment
Request
Subscription
Chargeback
Contract
Request
Problem/
Known Error
Knowledge
Item
Incident
Event
Service
Monitor
Run Book
RFC
Actual
Service CIs
Strategy to Portfolio
Functional
component
Artifact
Entity
relationship
Service
model
Requirement to Deploy Request to Fulfill Detect to Correct
24. Strategy to Portfolio functional model
Requirement to Deploy
Requirement
Requirement to Deploy
Conceptual
Service
Blueprint
1:n
n:1
Service Portfolio
Demand
Demand
(rationalized)
Competency
(availability)
Budget
(estimate)
Assets
(availability)
Policy
Demand
Policy
Requirement
1:n
Service
Blueprint
Demand
Conceptual
Service
n:m
Project
IT Project
IT Contract
1:n
IT Contract
Service Design
Logical Service
1:n Blueprint
n:1
Roadmap
Demand
n:m
1:1
Enterprise Architecture
Business Process
Demand
1:n Policy
Proposal
V.1.2, Mar 20th 2014
This work is based upon material
developed and published by t he
IT4IT Consort ium
Functional Component - Key
Functional Component - Auxiliary
Service Model
Data Artifact – Key
Data Artifact – Auxiliary
Entity relationship
Record fabric Integration
Engagement dataflow
Current practice
Requirement to Deploy
Asset
Management
Business
Strategy
IT Financial
Management
Labor
Management
Problem
Problem,
Known Error
Detect to Correct
Service
Architecture
n:m
25. Requirement to Deploy value stream
Sourcing & vendor
Define, build, test, and deploy the right
service, at the right time, at the right cost
Efficiency
&
Finance & assets Agility
Intelligence & reporting
Resource & project
Governance, risk and compliance
IT Value Chain
Plan Build Deliver Run
Reference Architecture
26. Requirement to Deploy
Plan & design Develop Test Deploy
Framework for creating, modifying or sourcing a service
Supports agile and traditional development methodologies
Visibility to the quality, utility, schedule, and cost of the services you deliver
Defines continuous integration and continuous deployment control points
27. How a user-centric world impacts building services
Build what the business wants, when it wants it
Plan & design Develop Test Deploy
• Manual deployment
• Wastage of assets:
performance scripts,
known bugs, etc.
• Manual configurations
and stubs
• Driven top-down
• Everyone in one
building
• Exhaustive definition
• Abstract
• Contractual
• Test only;
code=black box
• Lead time for
environments
• Treated as ‘last mile’
• Automated deployment
• Asset reuse between
Apps and Ops
• Composite and
virtualized
• Automatic connections
• Empowered,
entrepreneurial and
distributed
• Just enough
• Experiential
• Story-based /
interpretive
• Insight into code
changes
• Auto deploys for
dev/test
• Continual testing
4 months
1 week
Common
Next wave
28. Why Requirement to Deploy?
Designed to help in building, sourcing and deploying quality services
Reuse
Reuse of services and
requirements becomes
the norm
Time to market
Faster time to market for
service realization
Supplier Info
Increased traceability and
benchmarking of internal
and external suppliers
Financial visibility
Improved inputs to IT
Financial Management
on full service cost
Predictable
Control point facts about
quality, utility, security
and cost
Policy compliance
Across security, risk,
enterprise architecture &
finance
29. Proving value KPIs
Using Requirement to Deploy to measure investment effectiveness
% of requirements – dev,
test, deploy Requirements
% of automated build,
tests, deploy Automation
% of project tasks or
cycles on time On time
% of detected vs closed
at release Defects
% of successful
deployments Deploy
Change % of emergency changes
30. Exploring Requirement to Deploy
Plan & design Develop Test Deploy
• IT Project plan
• Logical service
model
• Requirements
• Functional &
technical
• Standards &
policies
• Development:
Agile, iterative,
waterfall …
• Source & set up
dev environment
• Version control
• Developer testing
• Functional:
desktop, web,
mobile
• Performance:
desktop, web,
mobile
• Security: static,
dynamic
• Release plan
• Change and
configuration
process
• Knowledge
management
• Application and
security monitors
31. Requirement to Deploy – major components
Plan & design Develop Test Deploy
Service
Design
Service
Development
Requirements
Test
Build
Release Design
Fulfillment
32. Problem Incident
Event
Service
Monitoring
V.1.2, Mar 20th 2014
This work is based upon material
developed and publ ished by t he
IT4IT Consort ium
Reference Architecture
Enterprise
Architecture
Policy
Proposal
Demand
Service
Portfolio
Fulfillment
Execution
Requirement Defect
Defect
Project Test
Service Build
Development
Release
Design
Service Design
Change
Control
CMDB
Diagnostics &
Remediation
Knowledge &
Collaboration
Chargeback /
Showback
Usage
Request
Rationalization
Shop / Buy / Pay / Manage
Catalog
Aggregation
& Offer Mgmt.
Catalog Composition
& Design
Service
Architecture
Policy Requirement
IT Contract IT Project
Demand Source
Conceptual
Service
Blueprint
Conceptual
Service
Service
Design
Package
Logical
Service
Blueprint
Test Case
Offer
Shopping
Cart
Release
Package
Service
Release
Service
Release
Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment
Request
Subscription
Chargeback
Contract
Request
Problem/
Known Error
Knowledge
Item
Incident
Event
Service
Monitor
Run Book
RFC
Actual
Service CIs
Strategy to Portfolio
Functional
component
Artifact
Entity
relationship
Service
model
Requirement to Deploy Request to Fulfill Detect to Correct
33. Requirement to Deploy functional model
Proposal
Service Portfolio
Conceptual Service
Blueprint
Policy
Demand
Service Development Build
Problem
Management
Detect to Correct
IT Project
Demand
Strategy to Portfolio
1:1
Requirement
1:n
1:n
Source
1:n
Defect
1:n
RFC (Normal)
Service
Design
Package
1:n
Policy
1:n
1:n Service Catalog Entry
Defect
Defect
1:n
n:m
RFC
n:m
1:n
n:m
Requirements
Test
Test Case
Incident
Management
Detect to Correct
Strategy to Portfolio
Project
Build
Fulfillment Execution
Change Control
1:n 1:n 1:n
IT Contract
1:n
1:1
Logical Service
Blueprint
n:m
Service
Release
Release
Package Desired Service
Model
IT Contract
Strategy to Portfolio
Defect
Problem,
Known Error
1:1
n:1
1:n
1:n
1:1
Defect
Incidnet
IT Project
Requirement
Defect
1:1
Service Design
Catalog Composition &
Design
Request to Fulfill
V.1.2, Mar 20th 2014
This work is based upon material
developed and publ ished by t he
IT4IT Consort ium
Functional Component - Key
Functional Component - Auxiliary
Service Model
Data Artifact – Key
Data Artifact – Auxiliary
Entity relationship
Record fabric Integration
Engagement dataflow
Current practice
Request to Fulfill
Fulfillment Request
Release Package
Fulfillment
Request
1:n
Release
Design
Service
Release Blueprint
Strategy to Portfolio
Service Catalog Entry (Unbound)
RFC
1:n
34. Request to Fulfill value stream
Efficiency
Sourcing & vendor
Transition to a service broker model using an offer
catalog to manage subscriptions and route
fulfillments
&
Finance & assets Agility
Intelligence & reporting
Resource & project
Governance, risk and compliance
IT Value Chain
Plan Build Deliver Run
Reference Architecture
35. Request to Fulfill
Publish Subscribe Fulfill Measure
Helps your IT organization:
• Transition to a service broker model
• Present a single catalog with items from multiple supplier catalogs
• Efficiently manage subscriptions and total cost of service
• Manage and measure fulfillments across multiple suppliers
36. How a user-centric world impacts delivering services
Catalog, fulfill, and manage services and track their usage
Define & publish Subscribe Fulfill Measure
• Blanket allocations
• Anecdotal service
quality reports
• Generic, email/forms-driven
• Fragmented
• Politicized
(“who you know”)
• Paper-based
• Built to order
• Multiple hand-offs
• Stranded capacity,
“naked” services not
monitored in rollout or
production
• Pay per use
• Continual user
experience
measurement and
management
• Automated and
personalized
• Aggregated
(one-stop shop)
• Automated
• Configured to order
• Automated workflow
• Management by
exception, instrumented
from request to release
• Optimized for
consumption
Bureaucratic
Self-serve
Common
Next wave
37. Why Request to Fulfill?
Designed to help source and access quality services
Consumption
Consumers easily find
and subscribe via
self-service
Single catalog
Single offer catalog with
multiple fulfillment
providers
Service broker
Transition from request
management to broker
Efficiency
Standard subscription
process with policies and
automation
Traceability
Across subscription,
usage and chargeback
Cost optimization
Recover expired and
unused subscriptions and
licenses
38. Proving value KPIs
Use Request to Fulfill to quantify the value of self-service catalog subscriptions
Subscriptions per
period per service
Deliver
% self-service
requests
Costs
% of orders fulfilled
with automation
Speed
% of subscriptions
active or expiring
Broker
% of successful
deployments
Usage
% of subscriptions
requiring an incident
Satisfaction
39. Exploring Request to Fulfill
Publish Subscribe Fulfill Measure
• Mash up catalog
items from all
fulfillment engines
• Set pricing, options
and SLA
• Publish services
• Portal engagement
• Personalized
experience
• Self-service
• Manage
subscriptions
• Route fulfillments
• Automate
deployment
• Use internal and
external providers
• Integrate with
change, asset &
config systems
• Service usage
measurement
• Chargeback /
showback
• Cost transparency
• Surveys and
ratings
41. Problem Incident
Event
Service
Monitoring
V.1.2, Mar 20th 2014
This work is based upon material
developed and publ ished by t he
IT4IT Consort ium
Reference Architecture
Enterprise
Architecture
Policy
Proposal
Demand
Service
Portfolio
Fulfillment
Execution
Requirement Defect
Defect
Project Test
Service Build
Development
Release
Design
Service Design
Change
Control
CMDB
Diagnostics &
Remediation
Knowledge &
Collaboration
Chargeback /
Showback
Usage
Request
Rationalization
Shop / Buy / Pay / Manage
Catalog
Aggregation
& Offer Mgmt.
Catalog Composition
& Design
Service
Architecture
Policy Requirement
IT Contract IT Project
Demand Source
Conceptual
Service
Blueprint
Conceptual
Service
Service
Design
Package
Logical
Service
Blueprint
Test Case
Offer
Shopping
Cart
Release
Package
Service
Release
Service
Release
Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment
Request
Subscription
Chargeback
Contract
Request
Problem/
Known Error
Knowledge
Item
Incident
Event
Service
Monitor
Run Book
RFC
Actual
Service CIs
Strategy to Portfolio
Functional
component
Artifact
Entity
relationship
Service
model
Requirement to Deploy Request to Fulfill Detect to Correct
42. Request to Fulfill functional model
Project
This work is based upon material
developed and published by t he
IT4IT Consort ium
Functional Component - Key
Functional Component - Auxiliary
Service Model
Data Artifact – Key
Data Artifact – Auxiliary
Entity relationship
Record fabric Integration
Engagement dataflow
Current practice
Composite/Compound
Request Rationalization
CMDB
Actual
Service CIs
Detect to Correct
Release Design
Service Catalog
Entry (Bound)
1:n
Service
Release
Blueprint
Desired
Service
Model
Chargeback /
Showback
Chargeback Contract
Usage
Usage Record
Bill/Invoice
n:m
Service Catalog
Entry (Unbound)
Usage
Subscription
1:n
Request
Offer
Catalog
n:m
Offer
User Profile
n:m
1:1
Shopping Cart
Chargeback
Contract
n:m
1:n
Fulfillment
Request
1:n
Subscription
Service
Monitor
Catalog
Aggregation &
Offer Mgmt.
Request
Conversation
Knowledge
Item
Problem,
Known Error
n:m
n:m
Knowledge
Item
Knowledge &
Collaboration
Incident
Status
1:n
Service Catalog Entry
Fulfillment Execution
RFC
1:1
Detect to Correct
Catalog
Composition
& Design
Usage
RFC Request
Change
Control
Request
IT Supplier
(External to IT)
1:n
Engagement Experience Portal
1:n
1:1
IT Financial
Management
Service
Monitoring
Fulfillment
Engine & Deploy/
Provision Systems
Detect to Correct
Problem
Incident
Detect to Correct Detect to Correct
Shop / Buy / Pay / Manage
Self Service
Support
Requirement to Deploy
n:m
1:n
Request
1:m
n:1
Release
Package
Actual
Service
1:n CIs
Release
Package
IT Asset
Management
Supportive Function
IT Project
Fulfillment
Request
Service
Release
1:n
1:n
1:1
Requirement to Deploy
Supportive Function Supportive Function Supportive Function
V.1.2, Mar 20th 2014
43. Detect to Correct value stream
Sourcing & vendor
Bringing together IT service operations to
efficiently detect and correct issues before
impacting users
Efficiency
&
Finance & assets Agility
Intelligence & reporting
Resource & project
Governance, risk and compliance
IT Value Chain
Plan Build Deliver Run
Reference Architecture
44. Detect to Correct
Detect Diagnose Change Resolve
Brings together IT service operations to enhance results and efficiency
End-to-end visibility using a shared configuration model
Identify issues before they affect users
Reduce the mean time to repair
45. How a user-centric world impacts resolving issues
Anticipate and resolve service issues
Detect Diagnose Change Resolve
• Patch in prod
• “Snowflake” systems
(unique, fragile)
• Tribal knowledge for
resolution
• Static infrastructure
• 1:1 resource to service
• Designed to test
• Isolated impact
• Reactive
• Multi-sourcing “blind
spots”
• Triage and manual
forensics
• Feared
• By-committee
• CAB controls change
• Dev/QA controls
regression tests
• Repeatable, automated
change
• Social-IT for enterprise
collaboration
• Dynamic infrastructure,
shared everything
• Designed to operate
• Complex failure modes
• Predictive
• Multi-disciplinary and
guided forensics
• Automated triage (“flight
data recorders”)
• Expected, continual and
automated
• CAB controls change to
automation and
regression tests
• Dev/Ops collaboration
Local, procedural
Virtual, dynamic
Common
Next wave
46. Detect to Correct to Portfolio?
Designed to help with investing in the right services
Efficiency
End-to-end visibility to
quickly identify and
resolve
Collaboration
Common language with
consistent data and
shared configuration
Traceability
Across event, incident,
change and resolution
Cost
Reduce tickets, war
rooms and duplicate work
Risk
Defined business impact
and reduced clannish
knowledge
Improvement
Shorter mean time to
repair and more uptime
47. Proving value KPIs
Using Detect to Correct to quantify the value of IT operations improvements
Decrease mean time
to repair
Velocity
% of automated event
& incident resolutions
Costs
Increase in problems
identified & solved
Root cause
% of events and
incidents escalated
Effort
% of change related
outages
Teamwork
Satisfaction % of first call resolution
48. Exploring Detect to Correct
Detect Diagnose Change Resolve
• See events, alarms
and metrics across
the entire
infrastructure
• Understand user
issues
• Trace the
relationship
between events
• Enrichment
• Root cause
• Severity and
business impact
• Defined escalation
path
• Auto-fixed common
issues
• Define change
request
• Perform problem
and risk analysis
• Approve
• Implement change
• Leverage runbooks
• Verify recovery
• Close records
49. Detect to Correct – major components
Detect Diagnose Change Resolve
Service
Monitoring
Event Incident Remediation
Configuration
50. Problem Incident
Event
Service
Monitoring
V.1.2, Mar 20th 2014
This work is based upon material
developed and publ ished by t he
IT4IT Consort ium
Reference Architecture
Enterprise
Architecture
Policy
Proposal
Demand
Service
Portfolio
Fulfillment
Execution
Requirement Defect
Defect
Project Test
Service Build
Development
Release
Design
Service Design
Change
Control
CMDB
Diagnostics &
Remediation
Knowledge &
Collaboration
Chargeback /
Showback
Usage
Request
Rationalization
Shop / Buy / Pay / Manage
Catalog
Aggregation
& Offer Mgmt.
Catalog Composition
& Design
Service
Architecture
Policy Requirement
IT Contract IT Project
Demand Source
Conceptual
Service
Blueprint
Conceptual
Service
Service
Design
Package
Logical
Service
Blueprint
Test Case
Offer
Shopping
Cart
Release
Package
Service
Release
Service
Release
Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment
Request
Subscription
Chargeback
Contract
Request
Problem/
Known Error
Knowledge
Item
Incident
Event
Service
Monitor
Run Book
RFC
Actual
Service CIs
Strategy to Portfolio
Functional
component
Artifact
Entity
relationship
Service
model
Requirement to Deploy Request to Fulfill Detect to Correct
51. Detect to Correct functional model
Self Service
Support
Defect
Defect
Requirement
to Deploy
Demand
Strategy to
Portfolio
Demand
Event
Event Incident
Event Incident
1:n n:m
Actual Service CIs
RFC
Service
Monitor
1:n
n:m
Problem,
Known Error
n:m
n:m
n:m
RFC
RFC
Problem RFC
Incident
Request to Fulfill
Fulfillment Execution
Demand
n:m
Usage
1:n
Run book
Run book
Runbook
n:m
Service Discovery
CI
Defect
Knowledge & Collaboration
Knowledge
Item
n:m
1:n
1:n
Request to Fulfill
Service
Monitor
n:m
Conversation
Knowledge Item
Run book
Interaction
n:m
1:1
Desired
Service
Model
1:1
1:1
Usage
Request to Fulfill
Defect
1:1
1:1
Shop/Buy/Pay/
Manage
Request to Fulfill
Status
Service
Monitoring
Incident Problem Change Control
Diagnostics &
CMDB Remediation
RFC
This work is based upon material
developed and published by t he
IT4IT Consort ium
Functional Component - Key
Functional Component - Auxiliary
Service Model
Data Artifact – Key
Data Artifact – Auxiliary
Entity relationship
Record fabric Integration
Engagement dataflow
Current practice
1:n
Request to Fulfill
Actual
Service
Fulfillment CIs
Request
V.1.2, Mar 20th 2014
53. Mission
• Chartered at Spring 2014 meeting (Amsterdam)
• Scope
– Develop patterns, scenarios and perspectives demonstrating utility of
IT4IT Reference Architecture for Lean and Agile delivery, including
DevOps
– Identify specific changes to the IT4IT Reference Architecture as
needed to better support Agile delivery
– Contribute to positioning IT4IT specifically with reference to SAFe, also
Kanban, Scrum, and other Agile methods.
54. About Enterprise Architecture
and Agile
• Some suspicion which may reflect on IT4IT
– EA perceived as “ivory tower bureaucracy”
– Frameworks such as ITIL, COBIT, CMMI perceived
as non value add
– Inherent difficulties in representing iteration in a
framework
• Consider:
– EA as Orienting phase of OODA
– “Picture worth a thousand words” – visual syntax
is important
– Recommended: “The Elephants in the Agile
Room” by Kruchten
http://philippe.kruchten.com/2011/02/13/the-elephants-in-the-
agile-room/
We don’t need a
framework. Looks
pretty waterfall.
55. Positioning
• IT4IT is not a methodology.
• It is closer to design patterns.
• It is a “framework” and
“prescriptive” in the sense of it
being a reference model
• There is validity to the Agile
concern that “process can be
nothing more than organizational
scar tissue.”
– But process is not ONLY that.
56. Lean & Agile ecosystem
56
Agile: IT applications of Lean
XP Scrum
Continuous
Integration Infrastructure as Code
Lean Philosophy
Lean Product
Management
DevOps/Continuous Delivery
Agile development
practices
Agile operations practices
Kanban
Deployment
Automation
58. Agile principles
58
• Correctly apply economics
• Avoid waste
• Maximize information
• Manage for flow under uncertainty
• Build effective culture
• Build effective software pipeline
59. Agile objectives for IT4IT
• Centrality of version control for both text and binary artifacts
• Automation of build, test, and deployment processes
• Support forward transparency & shared visual mental models
• Support limited Work in Progress; understand and manage all queues
• Show patterns for fast feedback
– Event – Incident – Defect – Story - Change
– Automated rollback
• Identify the industry consensus end to end components across core Dev
and Ops
65. WHAT is Kanban?
• In manufacturing, a visible
signal (e.g. return of an
empty parts bin) that a
work area needs to pull
more work.
• In IT services development
and operations, an
adaptable, shared visual
model that makes demand
and supply explicit
66. The challenge
• A given team’s Kanban board
may encompass Requirements,
Changes, Service Requests,
Work Orders, and even
Incidents and Problems.
Incident
SR
TODO DOING DONE
Change
Release
Issue
Work Order
67. Kanban impact on IT4IT
• We should be able to have
unified demand visibility across
all queues
• Understanding and managing
all “backlog” holistically
68. Enterprise
Architecture
Policy
Proposal
Demand
Service
Portfolio
ITIL and Queues in IT4IT
Fulfillment
Execution
Requirement Defect
Defect
Project Test
Service Build
Development
Release
Design
Service Design
Problem Incident
ITIL
Q
Q
Change
Control
Event
Service
Monitoring
CMDB
Diagnostics &
Remediation
Knowledge &
Collaboration
Chargeback /
Showback
Usage
Request
Rationalization
Shop / Buy / Pay / Manage
Catalog
Aggregation
& Offer Mgmt.
Catalog Composition
& Design
Service
Architecture
Policy Requirement
IT Contract IT Project
Demand Source
Conceptual
Service
Blueprint
Conceptual
Service
Service
Design
Package
Logical
Service
Blueprint
Test Case
Offer
Shopping
Cart
Release
Package
Service
Release
Service
Release
Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment
Request
Subscription
Chargeback
Contract
Request
Problem /
Known Error
Knowledge
Item
Incident
Event
Service
Monitor
Run Book
RFC
Q ITIL
Actual
Service CIs
Functional Component and Datamodel underpinning ITIL and Queues
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
ITIL
Q
ITIL
Q
ITIL
Q
ITIL
Q
Q
Q
Q
Q
Q
69. How do I get involved?
• Open Group is a consortium model
• Your company needs to join the Open Group
and in particular the IT4IT Forum for full
participation in content development
• There is a LinkedIn group where questions
are discussed with the community and
suggestions can be raised
• This is the same as the Archimate and
TOGAF models
69
70. Benefits to standards participation
• It’s not just for product companies
• The knowledge sharing that comes is
beneficial for practitioners
– Meet peers struggling with the same issues
• Consider it as a form of staff development
– Intense, challenging, collaborative work
– Great for senior people bored with conferences
& classroom training
• Cost (including membership) is comparable
or cheaper than traditional training and
conferences
70