Betz Saturn2013

Charles BetzEnterprise Architect & Author

Charlie Betz is Director of Technical Strategy (aka Chief Architect) for a major US telecom and ecommerce hosting provider, currently assigned to one of the largest US retailers.

Previously he was Research Director at Enterprise Management Associates. His EMA responsibilities included IT portfolio management, IT financial management, software asset management, service desks and ITSM suites, and the concept of “ERP for IT.”

Prior to that, he spent 6 years at Wells Fargo as Enterprise Architect and VP 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 systems, ERP, enterprise application integration, data architecture, and configuration management.

He is the author of the recent 2nd edition ofArchitecture and Patterns for IT: Service Management, Resource Planning, and Governance (Making Shoes for the Cobbler's Children), and a co-author with Steve Bell’s of the recentRun Grow Transform: Integrating Business and Lean IT.

Charlie lives in Minneapolis, Minnesota with hiswife Sue and son Keane.

A formal enterprise architecture for IT management, including process, function, data, and systems models

Characteristic "design patterns" seen in organizing large scale IT management capabilities

Defining and distinguishing a true Lean IT process model from older functional representations of IT such as ITIL

Continuous improvement for IT management, and why a sound IT management data architecture is so important

Service lifecycle

Application service lifecycle

Infrastructure service lifecycle

Asset lifecycle

Technology product lifecycle

Presenter

Presentation Notes

THIS WAS MY SINGLE MOST IMPORTANT STEP IN EVOLVING FROM PLATITUDES TO SOMETHING REALLY MEASURABLE DESCRIBE THEM Be sure to mention SDLC and talk about “over the wall” – this is a deliberate view to the contrary.

The IT lifecycles all have lives of their own… they are loosely coupled. This is both advantageous and painful. Dynamic, chaotic interactions.

Application service

Infrastructure service

Asset

Technologyproduct

Application service

Application service

Application service



Asset

Asset Asset Asset Asset

Asset AssetAsset

Technology product

Technology product Technology product

Technology product

Technology product Technology product

Asset Asset Asset Asset Asset

IT Service

Mom

ent of truth

Presenter

Presentation Notes

Importance of DevOps in managing this complexity. Other practices: service catalog, tech product lifecycle, cloud My life as an architect – upgrading Remedy requires new database, which requires new servers, which drive data center upgrades, the infrastructure service itself has to be forked, and the critical path just explodes from the ripple effects.

IT Service

MT

Service lifecycle

Reso

lve

Inci

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Exec

ute

Proj

ect

Del

iver

Rel

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Impr

ove

Serv

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Retir

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rvic

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Com

plet

e Ch

ange

Fulfi

ll Se

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Presenter

Presentation Notes

Respect for people Commentary on ITIL, COBIT, CMMI Process vs. function Lifecycle vs. process

Service lifecycle

Application service lifecycle

Infrastructure service lifecycle

Asset lifecycle

Technologyproduct lifecycle IT Service

Mom

ent of truth

Reso

lve

Inci

dent

Acce

pt D

eman

dEx

ecut

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ojec

tD

eliv

er R

elea

se

Impr

ove

Serv

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Retir

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rvic

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ange

Fulfi

ll Se

rvic

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tSupply

Demand

Execution

Presenter

Presentation Notes

Demand is captured, assessed, and accepted. Validated demand results in a Project to implement a Service. As part of the Project, at least one Release is delivered, and Results in one or more finer grained Changes. Users are provisioned via Service Requests. The users then benefit from the core transactional value of the system (Service Delivery). Service interruptions may occur and require tracking as Incidents to Restore Service. Iterative Improvement activities occur, proactively or reactively, based on functional or nonfunctional concerns. The service is finally Retired. Carefully. What do you think is the value stream? Before you can adopt a tool like kanban, or work wait you need to understand where in this mix you are…

User perspectiveIncludes individuals, business services/capabilities/processes

Sponsor perspectiveService inputs & outputs as they evolve over time

User perception

Lifecycle value

Constraints & rework

Security Breaches

Inputs

Execution & delivery

Sponsor perception

Business performance

Sponsor wilingness to pay!

Data quality

Presenter

Presentation Notes

The data is available. Very few organizations integrate it. Requires combining IT operations with business performance. IT as just another functional area.

In order to designate systems of record, you need a conceptual model ◦ Or at the very

least a listing of subject areas, but entities are more precise

Agr

eem

ent

App

licat

ion

Ass

et

Chan

ge

Conf

igur

atio

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Conf

igur

atio

n It

em

Dat

asto

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Dem

and

Requ

est

Doc

umen

t

Even

t

Hos

t

Impr

ovem

ent O

ppor

tuni

ty

Inci

dent

Infr

astr

uctu

re S

ervi

ce

Loca

tion

Mac

hine

Met

adat

a

Met

ric

Prob

lem

Proc

ess

Proj

ect

Rele

ase

Risk

Serv

ice

Serv

ice

Requ

est

Soft

war

e Sy

stem

Tech

nolo

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Tran

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Architecture/ CASE Systems C C C C C C C C(IT) Asset Management System C C U C U C U C C U C CCapacity Planning System U U U U U C U U U U U U U U U UChange Management System U U C U U U U U U U U U U U U U U U C U UConfiguration Management System U C C C C C C C C C U U C C CContinuous Improvement System C C C CDemand/Portfolio Management System U C A A U A C A A C A C U A A U C A U C C A U AElement Management Systems U U U C C C C C U U C C C C C(IT) Financial Management System U U U U U U U U U U U U U UIncident Management System U U U U U U U C U U C C U U U C U C U UInformation Management Systems A U A A A A A A A A A A U U A C A U U A U U A A U AOperations Management System U U U U C U C U U U U U U U UProject Management System U U U U U U C C URelease Management System U U U U U U U C C USecurity Management Systems U U U U U U U U U U U U U C U U UService Level Management System C U U U U U C U U U U UService Request Management System U U U U U U C U U U U U U U U U C U USoftware Configuration Management System U U U U U C USupply Chain Systems C C U C C C C U U C

What is current state?

Where do we want to

be?

How can we change?

Did it work?

Why or why not?

Data quality is flip side of process quality The Five Whys

◦ Why was there a mismatch on that server record? Why was the serial # different in the Fixed Asset system?

Why was it manually typed into the Fixed Asset system from a paper invoice? Why can’t the vendor send us the serial #s

electronically? What if we send them a block of OUR asset ID #s?

Develop & test a hypothesis for fixing Measure if it did anything and show the

trend Repeat as needed

Data mgmt

Copyright (c) 2012, Enterprise Management Associates 20

IT Data Warehouse(Workbench?)

CMDB/CMS & integrated ITSM modules (incident, change, service desk, IT asset, SLM)

Project portfolio management

Element management

systems

HRCorporate Finance

Contract & supply chain

Application Lifecycle

Management Risk & security

Presenter

Presentation Notes

Lot of ways to skin this cat

“Measure if the effort did anything…” History is a must if you want to continuously improve! Without it, all you have is a snapshot Drives nontrivial requirements in the data architecture

0%10%20%30%40%50%60%70%80%90%

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Hosts with no services

ITAM not in FA

B2F Initiative

CMDB round 2

CMDB round 1

Brings all four lifecycles and the business architecture together Dependencies, dependencies

Asset

Infrastructure Service

Business Process/Capablity/Svc

Technology Product

Application Service

Technology retirement dates

IT can be viewed as a cohesive set of business activities

Business architecture techniques are applicable

Distinguishing between function and process is important, as in other business areas

Continuous improvement requires attention to data management in IT as elsewhere

Copyright (c) 2012, Enterprise Management Associates

Presenter

Presentation Notes

My goal was to develop a holistic approach that would recognize the longest horizon value scenarios, as well as being quantifiable.

Betz Saturn2013

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Transcript of Betz Saturn2013