Professional Documents
Culture Documents
IT Strategy Workshop Nuggests
IT Strategy Workshop Nuggests
Training
deeper
Agenda
The IT Strategy Workshop will help create a prioritized action plan for the client
Description
Workshop Kit
Facilitators Guide
Workshop Discussion Guide
Pre-workshop Call Presentation Template
Data Collection Template
Workshop Presentation Template
IT Provider Relationship Scoring Worksheet
Workshop Sample Deliverable
deeper
Strategy
Recognize
Interdependencies
Define or Refine an IT Strategy aligned with Business Strategies and
Tie to Business Initiatives by
Strategy
Architecture
and Design
Standards and
Governance Examining Current & Desired Architectures, Standards and Governance
Implementation
and
Maintenance
Implementing and Maintaining Processes
IT Strategy Workshop
3. Where are you in each area and where are you headed?
1997 Today
CIOs 128 1
IBM IT IBMs IT transformation continues: our own IT investments
Transformation over the past 5 years have delivered a cumulative benefit Host data centers 155 7
yield of $4.1B Web hosting
80 5
centers
Network 31 1
Applications 15,000 4,700
Project The virtualized environment will use 80% less energy and
Big Green 85% less floor space
2X existing capacity, no increase in consumption or impact
by 2010
Cloud-enabled Self-service for 3,000 IBM researchers across 8 countries
on demand IT Real time integration of information and business services
delivery solution
What are the outputs? Analysis on strategic alignment between IT and the
business
Roadmaps towards closing high priority infrastructure
gaps
11 2008 IBM Corporation
Dynamic Infrastructure
X86-based Servers
4. Roadmaps
Create Roadmaps
S40202DP01: S40202DP02:
Identify initiatives
Develop Server Update the Systems for each gap
[A40102DP03, Platform Selection Development Lifecycle to
C40402DP02, Criteria and Patterns incorporate the platform S40202PE04:
A40103PE01] selection process Expand the use of
x86 virtualization
3. PrioritizationS40202PE01:
Consolidate x86- technology across
Consolidate x86-based
Inventory server
assets and assess application instances Select gaps for building
the enterprise
for consolidation
opportunities
across two or more
LOBs/ application areas
roadmaps
S40202DP08: S40202PE03: Pilot
S40202DP07:
Pilot x86-based workload
2. Current vs Target Gap Conduct a x86-
based server
server virtualization
[S40504PE01:
management with
dynamic
Analysis for 14 IT virtualization
technologies across
two or more LOBs/
S40505PE02: virtualization
[C40701DP06, Proof of S40504PE03]
S40202DP04: Characteristics
S40505DP02, Concept (POC)
application areas
Determine best fit C40701DP02]
workload platform Where are you now? S40202PE02:
[C40702DP03
C40702DP02
Where do you need to
using the server S40202PE05:
Expand the use
S40202DP06: C40702DP01] Expand the use
selection process of blade server
Consolidate stand-
be? technologies
of grid
1. Strategic Alignment alone servers into
across the
computing
Conduct Gap Analysis
blade servers
S40201DP09:
S40202DP10:
enterprise
across the
Analysis Review and
Pilot the use of grid enterprise
[S40504DP04, technologies across
Select Business
S40504DP01,
assess for grid
computing
x86-based platforms
C40701DP02, to reduce the time to
Initiatives S40505DP02, readiness
results for selected
Determine IT Provider
C40701DP06] applications
Benefit
as IT Provider of an adequate service at a cost lower than the
Value Commodity competition
Driver
Cost High
as IT Value Driver
Service Support
Solution Deployment
Process Service Delivery
Service Automation
Domains of Capability
IT Storage Resources
Storage
Information Lifecycle Management (ILM)
IT Host Resources
Unix Servers
Compute
X86-based Servers
Midrange Servers
Sample Agenda
For IT Strategy Workshop
1
Client provides IBM
Business Partner team
with pre-workshop
background materials
IBM, IBM Business Partner and IBM Business Partner IBM Business Partner
Explore
Client participants develops report presents report with
discussion
Post
workshop
Assessment
Assessment Readout
1 - 2 Weeks
elapsed time (2 hours) 1 2 weeks 2 4 hours
Workshop session Detailed roadmap Client roadmap Next
2 Workshop prep 3 4 5 6
and assessment development presentation Steps
review
as IT Value Driver
Provider works with others to Respondents Desired stat
3 Partner develop a service and provide
Customized selected roadmaps: Based resources/skills necessary to
Benefit
support the service
on client priority, showing projects by initiative
and interdependencies. 2 Utility Provider of a quality service at
a cost equal to or lower than
the competition
List of candidate project descriptions:
For entries in the roadmap that will incrementally 1 Provider of an adequate service
advance IT capabilities towards the desired future Commodity at a cost lower than the
competition
state. Cost
High
Strategy Strategy document suggests ITs intent to align with xClients objectives.
Provide failover Recognized need for Strategy in early stages of Undocumented, best-effort backup No overall documented
redundancy and support virtualization and development; not yet and recovery capabilities. service management or asset
data access optimization strategy. documented. ___________________________ management strategy.
Security strategy to balance risk versus
Incomplete strategy to Tactical reactive approaches expense. React to exposures as identified
optimally handle growth. substituted for strategy. by audit processes.
Implementation 3 sites with 2-way failover by Some storage virtualization. Power, space and cooling Critical server failover exposure. Non-integrated tools do not
application. All other areas awaiting issues severely compromise ______________________________ cover many service
and Maintenance completion of strategy, DC stability and effectiveness. management areas.
3 sites with 2-way storage failover by
High information growth architecture and design. application. Dependent servers lack
rates and indefinite retention Impede ability to deploy failover or off-site failover capabilities. Opportunity to further exploit
demands contribute to and/or grow strategic installed tools.
facilities issues. applications. Minimal process related security
incidences. Resource challenges for
failover & stress testing.
Many infrastructure pillars are in early stages of formalizing strategy and architecture. Statistics-gathering processes and tools
that support fact-based decision-making need improvement. Space, power and cooling constraints severely limit ability to
grow or support new strategic applications.
Minimal to no progress Moderate or in-progress Significant progress to completion
19 2008 IBM Corporation
Dynamic Infrastructure
Domains of Capability
Process
Key observations and
Environment
recommendations for each domain
Network
future state assessment of IT capabilities. - Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
Key observations and ILM
ILM
-xClient IT provides and supports ILM only for selected customers and
recommendations for each domain otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
- Leverage techniques and skills gained from individual accounts
ILM implementations across all of xClient.
definitions with minimal customization, each ILM contract customer - Continue data tiering analysis.
defines data tiers unique for their organization. - Investigate appropriate tools and architectures to support ILM
-Current work underway to examine like groups of contract terms for standards, policies and processes across all of xClient.
Customized selected roadmaps: Based on defining common cross-organization data tiers. - Establish governance processes to ensure adherence to ILM
standards policies and processes.
client priority, showing projects by initiative and
interdependencies. Networking
-Project underway to migrate xClient network infrastructure to existing Networking
xClient's Internal IT network - Complete migration to xClient's Internal IT network
- Assess xClient's Internal IT network security architecture and
implementations to ensure xClient customers network security
List of candidate project descriptions: requirements can be met.
Louise Hemond-Wilson
deeper
2. CALL WITH THE IBM OR IBM BUSINESS PARTNER SPONSOR: Upon the
customer committing to an IT Strategy Workshop and being assigned as a
deliver resource team, schedule a quick 15-30 minute call with the IBM or IBM
Business Partner sponsor. This discussion does not have a set of .ppt slides.
During this call the delivery team will review with the IBM or IBM Business
Partner Sponsor:
- General workshop process.
- The sales teams role to attend but primarily listen at the workshop. Explain the
importance of the workshop delivery team helping the sales team most by distancing
themselves from the direct selling efforts as that would undermine credibility of the
workshop delivery team and weaken the respect afforded to their recommendations.
- Explain the sales teams role in the follow-up process and the documents they should
expect to receive from you following the workshop (.PDF of the project and final reports).
- Set expectations for any pre-workshop meeting with the account team and workshop
delivery team either the evening before the workshop or the morning of the workshop.
- Probe the sponsor for additional background information regarding the client.
- Answer any questions the sponsor may have about the workshop.
- Ask the IBM or IBM Business Partner sponsor to arrange a 30-60 minute pre-workshop
conference call with the client sponsoring executive. The IBM or IBM Business Partner
sponsor should participate in the call as well.
3. PRE-WORKSHOP CALL WITH THE CLIENT: This call has a .ppt file. The template for this
call is contained in the workshop kit. After modifying the .ppt for the specific client, generate
a .pdf file and send to the client sponsoring executive and IBM or IBM Business Partner
sponsor prior to the call. During this call you will:
- Review the workshop flow.
- Discuss logistics.
- Discuss key participants and their roles including informing the client of the account teams role to
primarily listen.
- Discuss the supplied parameters and pre-workshop data collection document that the client needs to
provide to the delivery team at least 1 week prior to the workshop.
4. PREPARE THE WORKSHOP MATERIALS:
- After receiving the pre-workshop information from the client customize the workshop .ppt and preload the
workshop tool with their information and initiative selections.
- Setup the CUPE file.
5. PRE-WORKSHOP TEAM MEETING: Typically the workshop delivery team and the account
team meet either the night before the workshop or the morning before the workshop. This
meeting allows the following:
- Another review for the account team of the workshop day agenda and expected flow.
- Reminder to the account team of their role to attend but primarily listen as well as to follow up.
- The delivery team ensures that multiple people have copies of the workshop materials (workshop tool
with client information, workshop .ppt and CUPE .xls) and determines who will lead which part of the
workshop, who will complete the CUPE, who takes notes, etc
6. WORKSHOP: At the conclusion of the workshop query the client for potential
dates for the final presentation. Schedule that now if possible or as soon after
the workshop as possible.
7. IMMEDIATELY POST-WORKSHOP: Immediately following the workshop or the
next day, the workshop delivery team assembles in-person to complete key parts
of the analysis and observations. Typically this is the scorecard, the CUPE graph,
the Observations and Recommendations at a minimum. Someone should be
assigned as owning creating the following parts of the deliverable:
- The Final presentation .ppt
- The roadmaps (to be incorporated into the Final .ppt)
- The project descriptions .ppt. This is typically delivered to the client as a separate
document since it is often quite large.
8. POST-WORKSHOP: Typically the delivery team uses Sametime Screen Sharing
or NetMeeting to work collaboratively on creating the Final .ppt. The team
member who owns creation of the Final presentation should schedule time for
the team to work together. This is best done as quickly as possible after a
workshop. However, due to calendar coordination for the client, presentation of
the final deliverable might not occur for weeks or even a month.
deeper
Agenda
IT Strategy Workshop Technique overview
Next Steps
Strategy
Recognize
Interdependencies
Define or Refine an IT Strategy aligned with Business Strategies and
Tie to Business Initiatives by
Strategy
Architecture
and Design
Standards and
Governance Examining Current & Desired Architectures, Standards and Governance
Implementation
and
Maintenance
Implementing and Maintaining Processes
Consolidate x86-based
Inventory server
assets and assess application instances Select gaps for building
the enterprise
for consolidation
opportunities
across two or more
LOBs/ application areas
roadmaps
S40202DP08: S40202PE03: Pilot
S40202DP07:
Pilot x86-based workload
2. Current vs Target Gap Conduct a x86-
based server
server virtualization
[S40504PE01:
management with
dynamic
Analysis for 14 IT virtualization
technologies across
two or more LOBs/
S40505PE02: virtualization
[C40701DP06, Proof of S40504PE03]
S40202DP04: Characteristics
S40505DP02, Concept (POC)
application areas
Determine best fit C40701DP02]
workload platform Where are you now? S40202PE02:
[C40702DP03
C40702DP02
Where do you need to
using the server S40202PE05:
Expand the use
S40202DP06: C40702DP01] Expand the use
selection process of blade server
Consolidate stand-
be? technologies
of grid
1. Strategic Alignment alone servers into computing
Conduct Gap Analysis
across the
blade servers S40202DP10: across the
S40201DP09: enterprise
Analysis Review and
Pilot the use of grid enterprise
technologies across
Select Business
[S40504DP04,
assess for grid
S40504DP01, x86-based platforms
computing
C40701DP02, to reduce the time to
Initiatives S40505DP02, readiness
results for selected
Determine IT Provider
C40701DP06] applications
Provider researches,
recommends and implements
Enabler technology to enable quantum
leap in business capability
Cost High
as IT Value Driver
Service Support
Solution Deployment
Process Service Delivery
Service Automation
Domains of Capability
IT Storage Resources
Storage
Information Lifecycle Management (ILM)
IT Host Resources
Unix Servers
Compute
X86-based Servers
Midrange Servers
Scope of Services
Finance
Domains of Capability
Process
Environment
Network
Storage
Compute
Identify required
Assess current state Determine future state Develop roadmaps
capabilities and initiatives
Agenda
IT Strategy Workshop Technique overview
Participants
Next Steps
1
Client provides IBM
Business Partner team
with pre-workshop
background materials
IBM, IBM Business Partner and IBM Business Partner IBM Business Partner
Explore
Client participants develops report presents report with
discussion
Post
workshop
Assessment
Assessment Readout
1 - 2 Weeks
elapsed time (2 hours) 1 2 weeks 2 4 hours
Workshop session Detailed roadmap Client roadmap Next
2 Workshop prep 3 4 5 6
and assessment development presentation Steps
review
Workshop Topic
Break
Lunch
Prioritize initiatives
as IT Value Driver
Provider works with others to Respondents Desired stat
3 Partner develop a service and provide
Customized selected roadmaps: Based resources/skills necessary to
Benefit
support the service
on client priority, showing projects by initiative
and interdependencies. 2 Utility Provider of a quality service at
a cost equal to or lower than
the competition
List of candidate project descriptions:
For entries in the roadmap that will incrementally 1 Provider of an adequate service
advance IT capabilities towards the desired future Commodity at a cost lower than the
competition
state. Cost
High
Domains of Capability
desired future state assessment of IT
Process
capabilities.
Environment
Compute
Customized selected roadmaps: Discrete Partial Enterprise Defined Open Value
Based on client priority, showing projects by Integration Integration Value Net Net
initiative and interdependencies. Scope of services
Identify required
Assess current state Determine future state Develop roadmaps
capabilities and initiatives
List of candidate project
descriptions: For entries in the roadmap
that will incrementally advance IT capabilities
towards the desired future state.
future state assessment of IT capabilities. -No storage virtualization in use for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
Key observations and optimize existing storage usage and decrease storage costs.
ILM
recommendations for each domain -xClient IT provides and supports ILM only for selected customers and ILM
otherwise has no overall ILM strategy . - Leverage techniques and skills gained from individual accounts
-Rather than customers selecting data tiers from a standard set of ILM implementations across all of xClient.
definitions with minimal customization, each ILM contract customer - Continue data tiering analysis.
defines data tiers unique for their organization. - Investigate appropriate tools and architectures to support ILM
Customized selected roadmaps: Based on -Current work underway to examine like groups of contract terms for standards, policies and processes across all of xClient.
defining common cross-organization data tiers. - Establish governance processes to ensure adherence to ILM
client priority, showing projects by initiative and standards policies and processes.
interdependencies.
Networking
-Project underway to migrate xClient network infrastructure to existing Networking
xClient's Internal IT network - Complete migration to xClient's Internal IT network
List of candidate project descriptions: - Assess xClient's Internal IT network security architecture and
implementations to ensure xClient customers network security
For entries in the roadmap that will incrementally requirements can be met.
Agenda
Participants
Next Steps
xClients Objectives:
Agenda
Participants
Next Steps
Next Steps
2
Verify Workshop Location Logistics
- Room Arrangement
- Workshop Date
Projector
3
-
Projected Timeframe Within how many years do you want to see changes?
Prioritized Business / Please select 5 initiatives from the list below that most represent your top Business / IT Goals and Initiatives
IT Goals and Initiatives
_____ Simplify to reduce costs
_____ Reduce IT Acquisition Cost
_____ Improve efficiency to reduce IT costs
_____ React to data center facility constraints
_____ Improve IT Reliability
_____ Improve quality of service
_____ Increase Customer Loyalty
_____ Establish a pro-active energy efficiency strategy
_____ Increase IT Flexibility
_____ Measure IT value to the business
_____ Ensure regulatory compliance
_____ Develop New Services
_____ Support Emerging Markets
_____ Improve Market Responsiveness
Data Center Strategy Are you planning any major data center
consolidation, construction or renovation
projects?
Do you have space, power, cooling or airflow
constraints?
Workshop Participants
and Titles
deeper
Workshop Topic
Break
Lunch
Prioritize initiatives
Workshop Participants
Introductions
Workshop Topic
Break
Lunch
Prioritize initiatives
What are the key objectives for the IT department at xClient over the
next few years?
What are the drivers behind those objectives?
What major IT projects are planned?
Workshop Topic
Break
Lunch
Prioritize initiatives
Strategy
Recognize
Interdependencies
Define or Refine an IT Strategy aligned with Business Strategies and
Tie to Business Initiatives by
Strategy
Architecture
and Design
Standards and
Governance Examining Current & Desired Architectures, Standards and Governance
Implementation
and
Maintenance
Implementing and Maintaining Processes
Consolidate x86-based
Inventory server
assets and assess application instances Select gaps for building
the enterprise
for consolidation
opportunities
across two or more
LOBs/ application areas
roadmaps
S40202DP08: S40202PE03: Pilot
S40202DP07:
Pilot x86-based workload
2. Current vs Target Gap Conduct a x86-
based server
server virtualization
[S40504PE01:
management with
dynamic
Analysis for 14 IT virtualization
technologies across
two or more LOBs/
S40505PE02: virtualization
[C40701DP06, Proof of S40504PE03]
S40202DP04: Characteristics
S40505DP02, Concept (POC)
application areas
Determine best fit C40701DP02]
workload platform Where are you now? S40202PE02:
[C40702DP03
C40702DP02
Where do you need to
using the server S40202PE05:
Expand the use
S40202DP06: C40702DP01] Expand the use
selection process of blade server
Consolidate stand-
be? technologies
of grid
1. Strategic Alignment alone servers into computing
Conduct Gap Analysis
across the
blade servers S40202DP10: across the
S40201DP09: enterprise
Analysis Review and
Pilot the use of grid enterprise
technologies across
Select Business
[S40504DP04,
assess for grid
S40504DP01, x86-based platforms
computing
C40701DP02, to reduce the time to
Initiatives S40505DP02, readiness
results for selected
Determine IT Provider
C40701DP06] applications
Provider researches,
recommends and implements
Enabler technology to enable quantum
leap in business capability
Cost High
as IT Value Driver
Service Support
Solution Deployment
Process Service Delivery
Service Automation
Domains of Capability
IT Storage Resources
Storage
Information Lifecycle Management (ILM)
IT Host Resources
Unix Servers
Compute
X86-based Servers
Midrange Servers
Scope of Services
Workshop Topic
Break
Lunch
Prioritize initiatives
How would you describe the relationship between the business units and
IT?
How does the business request services from IT?
How important is the cost of a project vs the need to develop a solution
that provides leading capability in your industry?
Provider researches,
recommends and implements
Enabler technology to enable quantum
leap in business capability
Cost High
as IT Value Driver
a) As an expense center
b) As a service center
c) As a profit contributor
b) Risk averse
a) Are standard, basic IT services that will keep the lights on, with nothing
unique
b) Is aware of their competitors use technology, but does not react based
on that knowledge
The score indicates the nature of the business / IT relationship, and the
importance of cost vs business benefit in the IT purchasing process
The score will be shared with xClient after it has been calculated.
Commodity Profile
Utility Profile
Partner Profile
Enabler Profile
Workshop Topic
Break
Lunch
Prioritize initiatives
Workshop Topic
Break
Lunch
Prioritize initiatives
Questions
Discussions
What happens next?
Thank-you!
deeper
Agenda
Strategy
Recognize
Interdependencies
Define or Refine an IT Strategy aligned with Business Strategies and
Tie to Business Initiatives by
Strategy
Architecture
and Design
Standards and
Governance Examining Current & Desired Architectures, Standards and Governance
Implementation
and
Maintenance
Implementing and Maintaining Processes
Consolidate x86-based
Inventory server
assets and assess application instances Select gaps for building
the enterprise
for consolidation
opportunities
across two or more
LOBs/ application areas
roadmaps
S40202DP08: S40202PE03: Pilot
S40202DP07:
Pilot x86-based workload
2. Current vs Target Gap Conduct a x86-
based server
server virtualization
[S40504PE01:
management with
dynamic
Analysis for 14 IT virtualization
technologies across
two or more LOBs/
S40505PE02: virtualization
[C40701DP06, Proof of S40504PE03]
S40202DP04: Characteristics
S40505DP02, Concept (POC)
application areas
Determine best fit C40701DP02]
workload platform Where are you now? S40202PE02:
[C40702DP03
C40702DP02
Where do you need to
using the server S40202PE05:
Expand the use
S40202DP06: C40702DP01] Expand the use
selection process of blade server
Consolidate stand-
be? technologies
of grid
1. Strategic Alignment alone servers into computing
Conduct Gap Analysis
across the
blade servers S40202DP10: across the
S40201DP09: enterprise
Analysis Review and
Pilot the use of grid enterprise
technologies across
Select Business
[S40504DP04,
assess for grid
S40504DP01, x86-based platforms
computing
C40701DP02, to reduce the time to
Initiatives S40505DP02, readiness
results for selected
Determine IT Provider
C40701DP06] applications
Service Support
Solution Deployment
Process Service Delivery
Service Automation
Domains of Capability
IT Storage Resources
Storage
Information Lifecycle Management (ILM)
IT Host Resources
Unix Servers
Compute
X86-based Servers
Midrange Servers
Scope of Services
IT Strategy Workshop
It provides an IT transformation
blueprint fully customized to your
business needs
Agenda
The scope of the assessment was the enterprise-wide IT environment, but focused on
the Data Centers at xClient and DC2.
The period of planning was 2 years
DRAWING REMOVED
Agenda
This clients score of 2.7 indicates the current state IT provider relationship approaching
Partner. Therefore there would be certain behaviors expected.
Benefit
as IT Provider of an adequate service at a cost lower than the
Value 1 Commodity competition
Driver
Cost High
as IT Value Driver
Total Responses
18% 3%
Person 1 Person 2
Person 3 Person 4
Benefit
as IT Provider of an adequate service at a cost lower than the
Value 1 Commodity competition
Driver
Cost High
as IT Value Driver
122 2008 IBM Corporation
Dynamic Infrastructure
Finance
Process
Environment
Network
Storage
Compute
Dynamic
Partial Enterprise Partner
Discrete Partner
Integration Integration Collaboration
Collaboration
Scope of services
Identify required
Assess current state Determine future state Develop roadmaps
capabilities and initiatives
0.5
Target Current
The selected gaps which the client desired Roadmaps towards closing
heavily supported Utility-oriented initiatives
Two of the gaps support the one Partner initiative with a somewhat weak
connection
Selected Roadmap
CUPE Score: 2.0
Benefit
as IT Provider of an adequate service at a cost lower than the
Value 1 Commodity competition
Driver
Cost High
as IT Value Driver
127 2008 IBM Corporation
Dynamic Infrastructure
Strategy
Recognize
Interdependencies
Define or Refine an IT Strategy aligned with Business Strategies and
Tie to Business Initiatives by
Strategy
Architecture
and Design
Standards and
Governance Examining Current & Desired Architectures, Standards and Governance
Implementation
and
Maintenance
Implementing and Maintaining Processes
Agenda
Observation Recommendations
Security & Compliance Management
xClient is a significant enterprise in <country>, and therefore may Responsibility for overall IT security should be centralized,
become the target of security attacks, either from external parties, with responsibilities for enterprise IT security policies,
or past or present employees. intrusion detection and reporting, and IT security incident
There are multiple security policies for different platforms. management.
There are multiple signons, but there is a plan to use <key The IT security team should operate in collaboration with the
application> portal for single signon. physical security team.
There is no centralized recording or management of security Processes and tools for single signon should continue to be
incidents. implemented. However, standardized processes related to
It is unclear whether there are standard processes for adding an employees joining or changing roles, and employees leaving
employee to the required systems when they join, or removing an the enterprise must also be developed.
employee when they leave. This is an essential factor in ensuring
productivity of new employees, and removing security exposures
when an employee leaves.
Agenda
Midrange Servers
Site and Facilities
x86-based Servers
IT Storage Resources
Roadmap Example
Facility Cooling, Energy Management and Reporting, and Physical Security
Agenda
Conclusion
xClient aspires to have a Partner IT provider relationship with the business. xClient
has done many things toward achieving this but the initiatives are primarily
hardware focused at this time
- In order to move towards a Partner IT provider relationship, it is critical that initiatives are
undertaken to measure the quality of IT services to the business, and apply best practice IT
process frameworks. Therefore we strongly recommend that xClient undertake a program
to implement IT service Management and the ITIL framework.
In the IT Strategy Workshop, a high-level, comprehensive assessment of the data
center environment was undertaken. It is recommended that a more detailed
strategy, plan and architecture must be developed in the following areas:
- IT Continuity, including a strategy to address known issues with the current 2 Data Center
locations, and the lack of Disaster Recovery for the non-<key application> applications.
- Security: There is a need to develop a consistent, enterprise standard for security that is
managed by a centralized function, and is automated and enforced
- Mid-Range Servers: The strategy and architecture for workload sharing and DR on the
iSeries must be formalized
- Intel Servers: While there is a plan to do physical consolidation of servers & storage in the
2 DCs (50 servers), there are no plans to address the servers & storage in the non-DC
locations (due to limitations in the network) and no plans for Disaster Recovery.
- Storage: There is no clear plan for storage virtualization covering both Intel and iSeries,
and inclusive of DR requirements
139 2008 IBM Corporation
Dynamic Infrastructure
Agenda
Agenda
The profile survey indicates the overall attitude towards the IT function within an
organization. It is meant to illustrate general characteristics of IT within a company.
No profile is Right or Wrong it is simply a view of how IT is perceived within
the organization. The profile provides a useful view of the decision framework for
IT architectural decisions within the organization. For example:
- A Commodity profile IT provider is unlikely to consider solutions that are considered leading
edge, or require an enterprise wide investment and standardization
- A Partner or Enabler profile IT provider will be looking for solutions that provide the
business with flexible, innovative IT solutions, and is more likely to consider leading edge
technologies
Therefore, any IT architectural recommendations should be made in the light of
this organizational view of IT.
However, a company will rarely display of the characteristics across all of the IT
services. When reviewing a larger enterprise, care must be taken to define the
scope of the review. For example, if the scope of the engagement is a single
department, its profile could well be that of a Commodity'. However, the profile of
the entire enterprise could be Partner or even Enabler.
Commodity Profile
Utility Profile
Within an enterprise viewing IT as a utility, cost is still a major factor, but there is a
recognition of, and concern for customer satisfaction. There will be more of a
customer focus, especially in key areas such as Help Desk, and there will be
consideration of customer requirements in the selection of IT projects, but cost
remains a larger issue.
In this enterprise the business units are beginning to see the value of IT services. If
the IT organization has not responded adequately, the business units could begin
to develop IT services on their own. This would is not desirable, but could naturally
evolve as a response to the tension between cost control and end user
satisfaction. Therefore, such an enterprise could have pockets of IT that may or
may not be recognized as 'official' IT service providers.
Within the Utility there maybe generalized customer satisfaction surveys, which
may or may not be customized by end user groups.
The head of IT will probably have an elevated position and importance within the
organization compared to a Commodity organization.
Partner Profile
In the Partner Profile, IT receives greater recognition within the enterprise. The leader of IT will
be at a peer level with the business units, although he / she may not have the same political
stature.
There will often be discrete IT organizations within the business units, each one focused on
development and support of IT solutions specific to the business unit. This is done to get them
closer to the customers, their requirements, and priorities. The price for this, however, is less
direct control and lower economies of scale.
In order to be effective, the enterprise wide IT organization must retain some control, and does
so through technical standards provided within the IT architecture, as well as standards and
policies. The focus of the enterprise wide IT organization is the effective and efficient use of
technology throughout the enterprise, but with a clear vision / mission to support the business
units in achieving business objectives. Cost is still a consideration, but the focus is not on the
cost, but the business benefit derived from an investment in IT.
There will not normally be tension between the enterprise wide IT organizations and the
business unit IT organization. Each understands its roles and responsibilities, and acts
accordingly. There maybe many 'IT Councils' comprised of enterprise wide IT and business
unit IT members making key decisions. Business unit executives also participate in key IT
decisions and strategies, each bringing the perspective of their organizations to the table.
Customer satisfaction is a critical component of IT measurements, but IT surveys may be
incorporated into overall customer satisfaction surveys, rather than IT dedicated.
Enabler Profile
IT has been elevated from a participant to a leader within the enterprise. IT initiatives are
critical elements of the business strategy, and are looked at as key differentiators supplying a
competitive advantage.
IT has equal prominence with other units in contributing to achieving the business objectives.
The CIO is a senior executive within the enterprise, wielding significant influence and control.
The President and/or CEO is quite often a technologist, as well.
Power is less about how many people one manages, but more about the influence one has on
the business strategy, and the contribution one makes to achieving that strategy. The actual
people involved in the delivery of IT services may be scattered throughout the enterprise - in
this organization, reporting structure is almost irrelevant.
Because IT is central to the business strategy, the use of IT must be controlled in order to
reduce risk. However, control is achieved through the use of standardized processes. Those
who work on a process understand the significance to the enterprise of effectively adhering to
the processes, as well as understanding their role and authority in deviating from that process
should the business situation warrant.
Cost, remains a consideration, but here IT initiatives are included as part of an overall business
initiative. The question is not whether to invest in IT, but rather to invest in a particular
business opportunity - the IT component is incorporated into that decision. IT costs are
tracked, but for the purpose of evaluating the success of the overall business initiative.