Professional Documents
Culture Documents
Enterprise Cloud Model Design
Enterprise Cloud Model Design
Cloud
Opera1ng
Model
Design
12/17/13
Opera&ng
Model
Elements
Processes
how
we
perform
ac1vi1es
that
deliver
predictable
and
repeatable
business
results
through
competent
people
using
the
right
tools.
Governance
how
we
make
and
sustain
important
decisions
about
IT.
Sourcing
how
we
select
and
manage
the
sourcing
of
our
IT
products
and
services.
Services
our
porPolio
of
IT
products
and
services.
Measurement
how
we
measure
and
monitor
our
performance.
Organiza&on
how
we
structure
and
organize
our
IT
capabili1es?
12/17/13
Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
12/17/13
Major Assumptions
In the Target Operational Model headcounts and skill levels will be aligned to
market standards to allow for operational metrics and KPIs to be
benchmarked against industry best practices, e.g. ratio of devices / admin,
incident metrics, etc.
The best practice numbers will serve as a goal against which the target
environment will be measured as it matures
Operational maturity and skill levels will be evaluated after a Due Diligence
phase and organizational gap remediation steps taken to ensure that the
saves promised by initiative (s) be realized.
The model must support E2E processes for all service management flows as
they span Service Desk (e.g., incident, Support and Operations, e.g., config,.
change, facilities mgmt., etc)
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Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
12/17/13
Operating Model
Goals are:
Operational Efficiency
Customer Experience
Revenue & Margin
12/17/13
Technology
(IT Infrastructure, Tools & Automation)
Process automation
Data models and repositories (e.g.,
CMDB)
COTS, standards & simplification
Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
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% of Applications
Running on a
Virtualized
Infrastructure
Number of emergency
changes due to
non-compliance
Percentage Re-use
and Redistribution
of Under-utilized
resources
and assets
Percentage increase in
the overall end-to-end
availability of service
Number of unauthorized
changes
Service unplanned
downtime connected
to change activities
(hours / month)
Non-complaint assets
identified as the cause of
service failures
Mean-time between
Failures (MTBF)
Percentage reduction
in the costs and time
associated with service
provision
% of Incidents
closed by
Level 1 Support
% Cost of Compliance to
Total IT Budget
Service downtime
connected to rollout
activities (hours /
month)
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Reduction in
number
and percentage of
major incidents
% of Incidents reported by
End Users and
customers vs IT
Operations
% of emergency
changes due to
non-compliance
Number of changes
implemented to services
which met the customers
agreed requirements, e.g.
quality/ cost/time
Percentage
increase in
customer
perception and
satisfaction of SLA
achievements
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10
Improved Audit
Compliance
(# of audit tests
passed
versus total)
Percentage reduction in
costs associated with
service
provision
Cost of Unplanned
Business
Interruptions
Number of changes
implemented to services
which met the customers
agreed requirements, e.g.
quality/ cost/time
% of Budget Focused
on Operations, Labor,
Investments
Actual spend
versus
budgeted spend
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11
Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
12/17/13
12
Integrate with
client
requirements
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13
Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
12/17/13
14
Service
Fulfillment
Service
Assurance
Service
Management
and Operations
Customer Service
The Operating Model shows seven vertical process groupings that are the end-to-end processes that are
required to support customers and to manage operations
The operating model also includes views of functionality as they span horizontally across the clientss internal
organization
The horizontal functional process groupings distinguish functional operations processes and other types of
business functional processes, e.g., Service Development versus Service Activation & Configuration, etc.
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15
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16
Facilities Management
Operations Management
Service Validation & Testing
Availability Management
Service Continuity Management
Service-Level Management
Continuous Service Improvement
Knowledge Management
Configuration Management
Change Management
Release & Deployment Mgmt.
Solution Management
Chargeback Management
Access Management
Event Management
Problem Management
Incident/Fault Management
Security Management
Supplier Management
Capacity Management
Demand Management
Compliance Management
Architecture Management
Risk Management
Service Catalog Management
Service Portfolio Management
Service Desk
17
Copyright 2010-2011 Joseph Schwartz
All Rights Reserved.
12/17/13
Service
Management
and Operations
Service
Assurance
Service
Fulfillment
Service Lifecycle
Management
Business
Strategy,
Architecture &
Planning
Request Fulfillment
Financial Management
ITIL V3 Mapping
REFERENCE MODEL
TECHNOLOGY
PEOPLE
PROCESS
Operating Model
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18
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19
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20
Resource Model
Inputs
Cient Org. Roles / Process/
Task Headcount
Incremental Roles /
Process/Task Headcount
needed for SVMA
Baseline Operational
Metrics, e.g., Device to
Admin Ratio
Map To
End State Roles / Process / Task
Headcount
Role/Process/Task Headcount
Apply
Industry Benchmarks for Operational Metrics for Mature, Automated Processes, Roles Tasks
Result
Schedule of Decremented initiative Ops Roles / Process/Task Headcount
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21
ITIL V3
Processes
Key Baseline
Metrics
Industry
Benchmark
Metrics
ITIL Roles
Headcount
Forecast
Demand
Forecast
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22
Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
12/17/13
23
Skills (SFIA)
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24
BAU Headcounts
BAU + Incremental
Initiative Headcounts
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25
Backlog of changes
# of change collisions
# of Incidents
Ratio of L1 to L2 to L3 incidents
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26
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Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
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28
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31
4. Application Promotion
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32
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Agenda
Major Assumptions
Operating Model Scope
Value Proposition
Design Approach
Level 0 Process Model with Level 1 ITIL V3
Mapping
The Model as a Business Planning Tool
Candidate Operational Flows
Next Steps
12/17/13
35
Call to action
Gather data to complete Resource Model spreadsheet
Cross-org. process innovation workshop
36
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37
Day One
Phase 1
Phase 2
12/17/13
Q1
Q2
Q3
Q4
Q1
Q2
38
Day 1
Q1
Q2
Q3
Q4
Q1
Q2
Deliverables
Operations transition team in place, transition processes documented and ready to support Day One
operations and activities
Stakeholder process
Governance Process
o Major dependencies Dedicated resources and infrastructure (see Day One Resource
requirements), Stakeholder engagement, commitment by management to Governance Process
Dependencies
Existence of quality metric data
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39
Phase 2
Q1
Q2
Q3
Q4
Q1
Q2
Deliverables
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40
Phase 2
Q1 2010
Q2 2010
Q3 2009
Q4 2010
Q1 2011
Q2 2011
Deliverables
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41