Evolution of it management

Evolution of IT managementPrepared by: Samah SAFI

Agenda

IT management challenges ITIL Enterprise architecture COBIT Process automation

IT management challenges

IT management

Information technology management (IT management) is the process whereby all resources related to information technology are managed according to an organization's priorities and needs. This includes tangible resources like networking hardware, computers and people, as well as intangible resources like software and data. The central aim of IT management is to generate value through the use of technology. To achieve this, business strategies and technology must be aligned.

External forces

Technology

Economic

International

Socio-culture

Politicallegal

Internal

forces

Customers

Suppliers

Regulators

Strategic partners

Company

OwnersCulture

structure

Organization environment

IT increasing complexity

Increasing business

complexityIT increasing

migration speed

Increasing business

transformation speed

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Technology enablement

Business

Processes

Drivers/Influence

s

Align

Align

Business

Strategy

Drivers/Influence

s

Business Capabilitie

s

Projects & initiatives

Organization

structure

Strategy


Technology evolution

Globalization Organization complexity

Competitive market

Money wasteSlow to adapt

changeHigh cost

Time waste

Business

Processes

Align

Align

Business

Strategy


s


Organization

structure

Drivers/Influence

s

Drivers/Influence

s

Strategy


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Standards enablement

1980 ITIL

1980’s EA

1996 COBIT

2002 PA

ITILInformation Technology Infrastructure Library

ITIL

ITIL Definition

“The IT Infrastructure Library® (ITIL) is the most widely accepted approach to IT service management in the world. ITIL is a cohesive best practice framework, drawn from the public and private sectors internationally. It describes the organization of IT resources to deliver business value, and documents processes, functions and roles in IT Service Management (ITSM).” Source: UK Office of Government Commerce

ITIL is a best practice framework that has been drawn from both the public and private sectors internationally. It describes how IT resources should be organized to deliver business value, documenting the processes, functions and roles of IT Service Management (ITSM).

Why ITIL?

The Business is more and more dependent on IT. Complexity of IT constantly increases. Customers are demanding more for less. Global competitiveness growing at a rapid rate requiring a more flexible

approach to integration. Stronger focus on controlling the costs of IT. Low customer satisfaction levels.

Benefits to the Organization

Improve Resource Utilization Be more competitive Decrease rework Eliminate redundant work Improve upon project deliverables and time Improve availability, reliability and security of mission critical IT services Justify the cost of service quality Provide services that meet business, customer, and user demands Integrate central processes Document and communicate roles and responsibilities in service provision Learn from previous experience Provide demonstrable performance indicators

How Is It Different?

Customer expectations have increased work better individually and together Some things we are doing already, but with varying approaches

Defining of processes, across IT groups Defining of roles Tracking requests, managing asset inventory

Ensure accountability Ensure communications

Between IT staff and clients Between IT staff in different locations

• Capacity, Availability, Info Security Management

• Service level & Supplier Management

• Planning & Support

• Release & Deployment

• Asset & Config management

• Change management

• Knowledge Management

• Problem & Incident management

• Request fulfilment• Event & Access

management

ITIL

• Strategy generation• Financial management• Service portfolio

management• Demand management

ITIL ProcessesService strategy Service Design Service

transitionService

operationsContinual service

improvementDemand

management

Financial management

Strategy generation

Service portfolio management

Service catalogue management

Service level managementAvailability

management

Service continuity management

Info. security management

supplier management

Knowledge management

Change management

Asset configuration management

Release & deployment management

Transition planning &

supportService validation

& testing

evaluation

Incident management

Problem management

Event management

Request fulfillment

Access managementOperations

managementService deskApplication

managementTechnical

managementIT operations

Service measurement

Service reportingService

improvement


IT increasing migration speed

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version available

New version

availableNew

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1980 ITIL

1980’s EA

1996 COBIT

2002 PA

Enterprise Architecture

What is Enterprise Architecture?

EA is a discipline that helps the Enterprise define , develop and exploit the boundary less information flow (BIF*) capabilities in order to achieve the Enterprise’s Strategic Intent. ”OMG”

EA is the process of translating business vision and strategy into effective enterprise change by creating, communicating, and improving the key principles and models that describe the enterprise’s future state and enable its evolution. “Gartner”

Business

Strategy

Enterprise Architecture

Technology Architecture

InformationArchitecture

DataBusines

s Process

es


s


Organization

structure

Business Capabilities & processes

Business Architecture

StrategyBusiness

Capabilities & processes

Strategy

How represents EA?

Connect the different layers of architecture

Reflect the Architecture from different perspectives

Reflect the different architecture layers

Why do we need Enterprise Architecture? Why do we need the architecture (map) of a building?

To have a shared view of how the building will look like To present for customers a view to product to sell To provide electricians, builder … material that enable them

to execute their work. To facilitate the decision making in case of any required

change

Why do we need Enterprise Architecture? Share the same whole picture React rapidly open environment changes Assess the performance and harmony inside enterprise Share different stakeholders viewpoints Enable enterprise usage, fixing, building and further development

Benefits

Align IT with business Efficient IT operation Better return on existing Reduced risk for future investment Faster simpler and cheaper procurement

What is a EA framework?

Enterprise Architecture Framework defines how to create and use an enterprise architecture.

An architecture framework provides principles and practices for creating and using the architecture description of a system.

Enterprise architecture framework and strategic planning is the key to planning, coordinating and implementing an organization's business objectives.

It helps in the smooth functioning of different units in an organization, both inside and outside the information systems architecture.

Enterprise Architecture framework example Zachman framework

Established at 1987 by Zachman, Draws upon the discipline of classical architecture to establish a common vocabulary and set of perspectives, a framework, for defining and describing today's complex enterprise systems.

TOGAF Established at 2003as TOGAF8; by the The Open Group Architecture

Framework (TOGAF) is a framework and detailed method for building, maintaining, and gaining value from an enterprise architecture for an organization.


Increasing business


migration speed

198x 199x 200x 201xNew

version available

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availableNew

version available

New version

available


1980 ITIL

1980’s EA

1996 COBIT

2002 PA

COBITControl Objectives for IT

What is Cobit5

COBIT 5 helps enterprises create optimal value from IT by maintaining a balance between realising benefits and optimising risk levels and resource use.

COBIT 5 enables information and related technology to be governed and managed in a holistic manner for the entire enterprise, taking in the full end-to-end business and functional areas of responsibility, considering the IT-related interests of internal and external stakeholders.

Information critical asset

Information is a key resource for all enterprises. Information is created, used, retained, disclosed and destroyed. Technology plays a key role in these actions. Technology is becoming pervasive in all aspects of business and

personal life.

Enterprise benefits

Maintain high quality information to support business decisions Generate business value from IT enabled investments Achieve operational excellence through the reliable and efficient

application of technology Maintain IT-related risk at an acceptable level Optimize the cost of IT services and technology Comply with ever-increasing relevant laws, regulations, contractual

agreements and policies

Stakeholder value

Delivering enterprise stakeholder value requires good governance and management of information and technology (IT) assets.

Enterprise boards, executives and management have to embrace IT like any other significant part of the business.

External legal, regulatory and contractual compliance requirements related to enterprise use of information and technology are increasing, threatening value if breached.

COBIT 5 provides a comprehensive framework that assists enterprises to achieve their goals and deliver value through effective governance and management of enterprise IT.

CoBIT 5 Principal

s

1. Meeting Stakeholder

Needs

2. Covering the

Enterprise end to end

3. Applying a single

integrated framework

4.Enable a Holistic

Approach

5. Separating Governance

from Management

CoBIT 5 Principals

Principle 1: Meeting Stakeholder Needs Step 1. Stakeholder Drivers Influence Stakeholder Needs

Stakeholder needs are influenced by a number of drivers, e.g., strategy changes, a changing business and regulatory environment, and new technologies.

Step 2. Stakeholder Needs Cascade to Enterprise Goals Stakeholder needs can be related to a set of generic enterprise goals.

These enterprise goals have been developed using the balanced scorecard (BSC).

Step 3. Enterprise Goals Cascade to IT-related Goals Achievement of enterprise goals requires a number of IT-related

outcomes,2 which are represented by the IT-related goals. IT-related stands for information and related technology, and the IT-related goals are structured along the dimensions of the IT balanced scorecard (IT BSC)

Step 4. IT-related Goals Cascade to Enabler Goals Achieving IT-related goals requires the successful application and use

of a number of enablers

Enterprise Goals

IT – related Goals

Enabler Goals

Principle 2: Covering the Enterprise End-to-end

Governance Enablers

Governance Scope

Roles, Activities and RelationshipsOwners

and Stakeholde

rs

Management

Governing

Body

Operations

And Execution

Delegate

Accountable Monitor

Set Direction

Report

Instruct & Align

Principle 3: Applying a Single Integrated FrameworkCOBIT 5 is a single and integrated framework because:1. It aligns with other latest relevant standards and frameworks, and thus

allows the enterprise to use COBIT 5 as the overarching governance and management framework integrator.

2. It is complete in enterprise coverage, providing a basis to integrate effectively other frameworks, standards and practices used.

3. A single overarching framework serves as a consistent and integrated source of guidance in a nontechnical, technology-agnostic common language.

4. It provides a simple architecture for structuring guidance materials and producing a consistent product set.

5. It integrates all knowledge previously dispersed over different ISACA frameworks.

Resources

CoBIT 5 enablers

1.principles, policies and frameworks

2.processes3.

Organization structure

4. Culture, ethics and behavior

5. information

6. services, infrastructur

e & application

7. People, skills &

responsibilities

Principle 5: Separating Governance From Management

Governance ensures that enterprise objectives are achieved by evaluating stakeholder needs, conditions and options; setting direction through prioritization and decision making; and monitoring performance, compliance and progress against agreed-on direction and objectives (EDM).

Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives (PBRM).

Governance

Management

Evaluate

Plan(APO)

Build(BAI)

Run(DSS)

Monitor(MEA)

Management FeedbackDirect Monitor

Business Needs


Increasing business


migration speed

Increasing business

transformation speed

198x 199x 200x 201xNew

version available

New version

availableNew

version available

New version

available


1980 ITIL

1980’s EA

1996 COBIT

2002 PA

Business process automation

Business process definition

Business Process is a collection of related ,structured activities or tasks that produce a specific service (serve a Management particular goal) for a particular customer. Management process

Govern the operation of business Operational processes

Constitute the core business activities and create the primary value stream

Supporting processes Support the core operational processes

Operational processes

Support processes

Man

agem

ent

Man

agem

ent

Why business process automation?

Business Processes are the central nervous system of organizations, Automation accelerate and increase the efficiency and quality of service

provided by these processes Management of business processes changes and implications take huge

time Traditional development of applications based on business processes is

complex Operational processes differ between organization and other working in

the same domain

Business process automation definition Business process automation (BPA) is defined as the automation of

complex business processes and functions beyond conventional data manipulation and record-keeping activities, usually through the use of advanced technologies. It focuses on “run the business” as opposed to “count the business” types of automation efforts and often deals with event-driven, mission-critical, core processes. BPA usually supports an enterprise’s knowledge workers in satisfying the needs of its many constituencies. “Gartner”

Business process automation benefits

Reduce costs Streamline work Boost productivity Track progress Deal easily with high volumes of requests Reduce errors Enforce standards Maintain visibility Integrate with other systems Quick to build and customize

Xpdl 1.0 (2002)• Xml process

Definition Language

BPMN 1.0 (2004)• Business

Process Modeling Notation

XPDL 2.2 & BPMN 2.0 (2010)

What is BPMN?

The primary goal of BPMN is to provide a notation that is readily understandable by all business users, from the business analysts that create the initial drafts of the process , to the technical developers responsible for implementing the technology that will perform those processes and finally, to the business people who will manage and monitor those processes.

The second goal of BPMN ensure that XML languages designed for the execution of business language such as WSBPEL, can be visualized with a business-oriented notation.

What is XPDL & BPEL?

Xpdl (Xml process Definition Language) is a format standardized by the Workflow Management Coalition (WfMC) to interchange business process definitions between different workflow products. XPDL defines an XML schema for specifying the declarative part of workflow / business process.

WS-BPEL (Web Services Business Process Execution Language) is an XML based programming language to describe high level business processes. A 'business process' is a term used to describe the interaction between two businesses or two elements in some business.

How to automate processes?

Application 1

Application 2

XML file

XML file

XML file

1

2

3

How to automate processes?

Model business processes using BPMN

Transform processes to XML (BPEL - XPDL)

Transform xml files into process engine for execution

Evolution of it management

Technology

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