This case study outlines the essential role of a configuration management database (CMDB) in aligning IT with business strategy, highlighting common challenges in CMDB implementation and providing a detailed approach taken by a Fortune 100 financial services institution. It discusses critical stages from project initiation and defining requirements to selecting solutions and maintaining the CMDB, emphasizing the importance of stakeholder involvement and a thorough understanding of ITIL practices. Key lessons learned include the necessity of internal and external perspectives for successful implementation and ongoing engagement from sponsors.

1. Case Study: Effectively Planning for an Enterprise-Scale CMDB Implementation Antonio RolleVP of Professional Services

2. ObjectivesReview why a CMDB is essential to and is the foundation of your BSM strategyOutline the known challenges that require planning at the outset of a CMDB initiativeDrill down into the approach and lessons learned in the initial stages of a CMDB rollout for one of the largest financial institutions in North America

3. AgendaBrief Review: The CMDBKnown Pitfalls in CMDB DeploymentsCase Study: Leading Financial Services Enterprise

4. Brief Review: The CMDB

5. The Configuration Management Database (CMDB) is at the heart of aligning business with IT.

6. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of servicesand to (2.) relate them to the underlying IT components…and (3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce

7. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of services and to(2.)relate them to the underlying IT components…and (3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce

8. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of services and to (2.) relate them to the underlying IT components…and(3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce

9. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of services and to (2.)relate them to the underlying IT components…and (3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce

10. Why use a CMDB to do this?1. Control2. Integration3. Decision Support

11. Reality CheckExternal Factors are Driving our Clients to a CMDB-centric Service Management ArchitectureSoftware Providers Are Moving to a CMDB-centric Software Architecture- You Will Soon Have a CMDB Platform, probably more than 1IT “Supply Chain” Efficiency RequirementsThis is not a Process & Tool initiative, it’s an enterprise wide shift

12. Known Pitfalls in CMDB Deployments

13. “”Understanding the relationship between ITIL, IT asset management, and CMDB management will help IT construct and align infrastructure services to business needs.Thomas Mendel, PhD - Forrester Research

14. 5 Common QuestionsHow wide and how deep should the CMDB be?How should I define a configuration item?How do I decide if I need to federate information? If I do federate, how do I integrate? What is the first step I need to take?

15. The Big Question What level of effort and resources will be involved with implementing a CMDB in terms of: People? Processes? Technology?

16. Common CMDB Implementation PitfallsUnclear business focusUnrealistic expectationsAn all-or-nothing approachRunning the implementation as an IT projectImproper balance between strategic efforts and short-term winsTreating implementation as a one-time projectLack of organizational commitment

17. Stages in the Building ProcessAssemble the Project Team & Define the ProjectDefine Requirements & Create IT Service Model BlueprintSelect CMDB Solution and ToolsConstruct & Maintain the CMDBDrive Ongoing Value

18. Stages in the Building ProcessAssemble the Project Team & Define the ProjectDefine Requirements & Create IT Service Model BlueprintSelect CMDB Solution and ToolsConstruct & Maintain the CMDBDrive Ongoing Value

19. Case Study: Leading Financial Services Enterprise

20. Case StudyCompany Profile:

21. Fortune 100 Banking Institution

22. Over 20 million individual, business and institutional clients served at more than 6,000 retail branches

23. Reported more than $440 billion in assets managedand administered

24. 150,000+ employees

25. Environment:

26. Remedy Asset Management v5.5

27. 13+ Remedy Developers

28. Over 20 Federated Data SourcesStage 1: Assemble the Project Team & Define the ProjectCreate Project Executive BoardSelect Project ManagerScope Key ActivitiesSelect Project TeamFinalize Project Plan

29. Stage 3: Select CMDB Solution and ToolsSelect CMDB SolutionPlan the CMDB PopulationSelect Tools to Automate CMDB SolutionCalculate Project ROI

30. Stage 3: Select CMDB Solution and ToolsSelect CMDB SolutionPlan the CMDB PopulationSelect Tools to Automate CMDB PopulationCalculate Project ROI

31. Stage 1: Assemble the Project Team & Re-Define the ProjectCreate Project Executive BoardSelect Project ManagerScope Key ActivitiesSelect Project TeamFinalize Project PlanOur clients like to bring us in as a neutral party when projects cross functional lines

32. Defining the Activities is Easy…… Building the timelines is a different challenge.You have to get fairly deep, both functionally and technically to accurately establish timelines: build in plenty of time to deal with unknownsDon’t underestimate how badly your timelines can get hosed if you don’t closely gauge (and manage) personnel availability

33. Internal ResourcesYour stakeholder list will be larger than you thought possible(!)Obtaining the Information you need and the consensus required is half the battle

34. External ResourcesConsider bringing in a firm to partner with you if… You can’t dedicate the right resources to the projectYou think an outside party might be able to navigate the functional areas more effectively

35. Stage 2: Defining CMDB RequirementsIdentify & Review Governance RequirementsReview and Select Supporting Best PracticesIdentify Requirements to Address Potential ProblemsIdentify Inventory & Asset Management RequirementsDefine Service Catalog Requirements Define CMDB Requirements to Support Other ProcessesDefine CI Level & IT Service ModelDefine CI RelationshipsDefine CI AttributesDesign IT Service Model Blueprint

36. Identify & Review Governance RequirementsIdentify Key Governance & Regulatory Stakeholders (SOx, Gramm-Leach-Bliley, FFIEC, Internal/External Auditors)Scope Potential Use of a CMDB (Identify CI’s, Relationships, Fixed Asset Register)Collect and Document RequirementsGet Approvals

37. Review and Select Supporting Best PracticesResearch Relevant Best Practice FrameworksSelect Appropriate Best Practice FrameworksDocument Best PracticesCheck Current Levels of AdherencePublish and Distribute Best Practices

38. Identify Requirements to Address Potential ProblemsReview Knowledge SourcesDocument Potential ProblemsIdentify Root CausesIdentify Potential SolutionsDocument Project Requirements

39. Identify Inventory & Asset Management RequirementsDetermine Asset DefinitionList Asset CategoriesIdentify Owners of Listed AssetsIdentify Data Inventory Data RequirementsIdentify Asset Data RequirementsCompile Inventory Asset Requirements

40. Drill Down - Inventory and AssetThis project was driven by the Asset Management process area with a focus on:IdentificationControlVerification & Audit

41. Define Service Catalog RequirementsIdentify Key Service Catalog StakeholdersScope Service Catalog CMDB UseCollect & Document RequirementsPublish Approved CMDB Requirements

42. Define Service Catalog RequirementsIdentify Key Service Catalog StakeholdersScope Service Catalog CMDB UseCollect & Document RequirementsPublish Approved CMDB Requirements

43. Define CMDB Requirements to Support Other ProcessesIdentify StakeholdersDiscover & Distill Requirements to Support Other ProcessesReview and Agree on CMDB Requirements to Support Other ProcessesPublish CMDB Requirements

44. Drill Down - Process IntegrationIncident & Problem ManagementChange ManagementAsset ManagementService Continuity Management20 Federated Data Sources

45. Define CI Level & IT Service ModelEstablish Working GroupCreate A Straw Model StructureValidate Straw Model StructureDocument the Structure, Guidelines & Criteria

46. BMC Atrium CMDB 2.0- Common Data Model

47. Define CI RelationshipsDefine CI Relationship TypesReview & AgreeDocument Relationship Design

48. Define CI AttributesConsider Management & MaintenanceReviewDocument