IT Strategy Workshop Training: Deeper

IT Strategy Workshop
Training
deeper
© Copyright IBM Corporation 2008

Dynamic Infrastructure
Agenda
 IT Strategy Workshop Overview and Kit

 IT Strategy Workshop Discussion Guide
 IT Strategy Workshop Process Flow and Facilitator’s Guide
 Pre-Workshop Call and Data Collection
 Conducting the Workshop
 Sample Deliverable
2 © 2008 IBM Corporation

The IT Strategy Workshop will help create a prioritized action plan for the client
Description
 Workshop Goals  Overview

- Understand client’s Infrastructure needs - Facilitated by 2 executive consultants
- Understand the proper IT provider - Pre-workshop discussion to review scope,
relationship for this client
roles and responsibilities
- Understand the Dynamic Infrastructure vision
and its applicability to the client’s
- May include Dynamic Infrastructure
organization education
- Identify current state of the client towards  Client Deliverables
building a Dynamic Infrastructure - .pdf file containing analysis and includes
- Develop a high-level vision to begin the roadmaps for closing key gaps
journey towards a Dynamic Infrastructure. - .pdf file containing project descriptions
- Build a prioritized action plan towards
implementing that vision  Feedback should be available to the
 Workshop Scope client within 7-10 business days of the
- A one day planning workshop workshop
- Joint high level review of the client’s
business plans, IT plans, IT infrastructure
and services
- Develop a prioritized list of short and longer
term activities for further analysis or
implementation that will drive evolution into a
Dynamic Infrastructure.

Workshop Kit
 Facilitator’s Guide
 Workshop Discussion Guide
 Pre-workshop Call Presentation Template
 Data Collection Template
 Workshop Presentation Template
 IT Provider Relationship Scoring Worksheet
 Workshop Sample Deliverable

Discussion Guide
deeper

Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned with

business strategies, initiatives and objectives.
Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide the

DNA needed to thrive in a smarter planet.

Three Phases of Building a Dynamic Infrastructure

Business Initiatives
Service Asset Virtualization Information Energy Security Business

Management Management and Infrastructure Efficiency Resilience
Consolidation
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

1. How does the business view IT?
2. Do IT initiatives align with the business’ strategy?
3. Where are you in each area and where are you headed?
4. Sanity check. Is this where you need to be?
5. Adjust desired future states to align business and IT.
6. Identify and prioritize gaps.
7. Build roadmaps and plans.

IBM’s own smart transformation has delivered results
1997 Today
CIOs 128 1
IBM IT • IBM’s 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
Data Center • Consolidation and virtualization - thousands of servers onto

Efficiencies approximately 30 IBM System z™ mainframes
Achieved • Additional virtualization leveraging System p, System x and
storage across enterprise
• Substantial savings being achieved in multiple dimensions:
energy, software and system management and support
costs
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 is the IT Strategy Workshop?
CIO and direct reports

Who attends? IT architects and analysts
How long? 1 day workshop

plus some data gathering and final presentation
What are objectives? Define or refine IT strategy to ensure alignment with

business strategies and initiatives
Identify and prioritize IT infrastructure gaps
Create roadmaps to close high priority gaps
What are the outputs? Analysis on strategic alignment between IT and the
business
Roadmaps towards closing high priority infrastructure
gaps
The IT Strategy Workshop

Uses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
4. Roadmaps
• Create Roadmaps
• Identify initiatives
for each gap
3. Prioritization
• Prioritize gaps
• Select gaps for building
roadmaps
2. Current vs Target Gap

Analysis for 14 IT
Characteristics
• Where are you now?
• Where do you need to be?
• Conduct Gap Analysis
1. Strategic Alignment Analysis
• Select Business Initiatives
• Determine IT Provider
Relationship with the
Business

The First Step in IT Transformation

Understanding the Needs of the Business, and Aligning IT Actions to that Strategy
High Provider Relationship Model
Provider researches, recommends

and implements technology to
Enabler enable quantum leap in business
capability
Provider works with others to develop a

Partner service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower

Utility than the competition
Benefit
as IT Provider of an adequate service at a cost lower than the
Value Commodity competition
Driver
Cost High
as IT Value Driver

IT Strategy Workshop Evaluates 14 IT Characteristics
Finance  Financial Management
 Service Support
 Solution Deployment
Process  Service Delivery
 Service Automation
Domains of Capability
 Security & Compliance Management
Environment  Site and Facilities
Network  IT Network Resources
 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
Discuss Client’s Current IT Environment

and Future Directions
Dynamic Infrastructure Strategy Overview
Introduction to Dynamic Infrastructure Strategic

Planning Assessment
Evaluate Strategic Alignment
Evaluate Current and Desired Technical

Capabilities
Prioritize Gaps to Address
Plan Next Steps and Wrap-up

IT Strategy Workshop Process Flow…
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

Excerpts from Deliverable

Core workshop deliverables include the strategic alignment assessment results,

customized roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
 Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
SA
 Summary Assessment : Current vs. High Provider Relationship Model
desired future state assessment of IT capabilities.
Provider researches, Priorities selected
recommends and implements
4 Enabler
technology to enable quantum
M
 Key observations and leap in business capability Projects Selected
recommendations for each domain
as IT Value Driver
PL
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
E
interdependencies. Provider of a quality service at
2 Utility
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

Sample Deliverable: Current State of Dynamic Infrastructure

Information Virtualization and Facilities and Data Business Resilience and Service Management
Infrastructure Optimization Center Security and Asset Management
Strategy Strategy document suggests IT’s intent to align with xClient’s objectives.
Provide failover Recognized need for Strategy in early stages of Undocumented, “best-effort” backup and No overall documented
redundancy and support virtualization and development; not yet 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.
Architecture and Some documented standards but often ignored.

Design Multiple vendors, multiple Under consideration and Tactical approach to Multiple sites, self designed and Some documented processes.
SANs. development pending supplement xClient’s facilities implemented failover for storage.
creation of strategy. with rented DC space. ___________________________ Some staff ITIL education.
Early stages of defining data Varied security architecture largely driven by
classes and Early stages of some Incomplete research for fact- individual vendor products’ security Early stages defining services
retention/archival policies consolidation using blades. based architecture and design standards.
catalog.
towards implementing limited alternatives.
ILM requirement.
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 failover
rates and indefinite retention Impede ability to deploy and/or or off-site failover capabilities. Opportunity to further exploit
demands contribute to grow strategic applications. installed tools.
facilities issues.
Minimal process related security incidences.
Resource challenges for
failover & stress testing.
Usage statistics not collected.
Multiple manual Asset DBs.
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

 Strategic Alignment Assessment:
How does the business view IT? Do IT
initiatives align with what the business needs
from IT?
 Summary Assessment : Current vs.

desired future state assessment of IT
capabilities.
SA xClient’ Business/IT Goals & Initiatives
M
Finance
Process
PL
 Key observations and
recommendations for each domain Environment
Network
E
 Customized selected roadmaps: Storage
Based on client priority, showing projects by
initiative and interdependencies. Compute
Discrete Partial Enterprise Defined Open Value

Integration Integration Value Net Net
Scope of services
 List of candidate project
descriptions: For entries in the roadmap Assess current state Determine future state
Identify required
Develop roadmaps
capabilities and initiatives
that will incrementally advance IT capabilities
towards the desired future state.

Core workshop deliverables include the assessment results, customized

roadmaps and project details.


does the business view IT? Do IT initiatives align Observation Recommendations
SA
Compute
 Storage Resources  Storage Resources
-Standardization on xVendor storage is resulting in a large storage - Determine storage migration’s relative importance in light of other IT
migration project. This project is proceeding slowly due to resource projects and allocate additional resources as necessary.
 Summary Assessment : Current vs. desired constraints.
-No storage virtualization in use
- Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
future state assessment of IT capabilities. - Implement a tiered storage architecture across the enterprise using
M
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.
PL
 ILM
-xClient IT provides and supports ILM only for selected customers and  ILM
recommendations for each domain otherwise has no overall ILM strategy . - Leverage techniques and skills gained from individual accounts’
ILM implementations across all of xClient.
-Rather than customers selecting data tiers from a standard set of
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
E
 defining common cross-organization data tiers. - Establish governance processes to ensure adherence to ILM
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
- Assess xClient's Internal IT network security architecture and
 List of candidate project descriptions: implementations to ensure xClient customers’ network security
requirements can be met.
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.




 Summary Assessment : Current vs.


 Customized selected roadmaps: Based

on client priority, showing projects by initiative
and interdependencies.

state.




 Summary Assessment : Current vs. desired

future state assessment of IT capabilities.


interdependencies.

state.

IT Strategy Facilitator’s Guide
Excerpts
Louise Hemond-Wilson
deeper

Steps in the Workshop Facilitator’s Guide
1. COORDINATION OF THE DELIVERY TEAM: The delivery resources need to

contact each other to determine who carries the lead/ownership for which portion
of preparing and conducting the workshop. This is a needed step to ensure
equitable division of labor. Major task areas needing ownership are:
- Arranging the call with the IBM or IBM Business Partner sponsor.
- Preparing the pre-workshop .ppt file, distributing to the client, ensuring the call gets
scheduled by the account team.
- Leading the pre-workshop call discussion with the client.
- Interacting with the client for logistical details and obtaining pre-workshop materials.
- Preparing the workshop tool, the workshop .ppt file and the CUPE .xls spreadsheet.
- Scheduling the immediate pre-workshop meeting for the delivery team and the account
team.
- Leading different portions of the workshop.
- Owning the creation of the .ppt Final deliverable, the creation of roadmaps and the
creation of the project document.
- Scheduling the final presentation walkthrough with the account team.
- Scheduling the final presentation with the client.
- Sending materials to the account team and the client.
- Posting the deliverable in the team room.

Steps in the Workshop Facilitator’s Guide continued
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 team’s 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 team’s 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 team’s 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.

Steps in the Workshop Facilitator’s Guide
9. PRE-FINAL REVIEW WITH THE ACCOUNT TEAM: Prior to

conducting the final review with the customer, schedule time with the
account team to review the deliverable. The purpose of this call is to:
- Make the account team aware of what will be said.
- Listen to their perspective on how the message will be received or learn of any
matters to take into consideration in the analysis.
- Translate the generic next step and project descriptions into viable IBM or IBM
Business Partner services or products that the account team might use in their
discussions with the client.
10. FINAL PRESENTATION WITH THE CLIENT: Conduct the final
presentation with the client. Capture appropriate client and account
team feedback. Send the client .PDF versions of the FINAL and
PROJECT files prior to the conference call.

IT Strategy
pre-Workshop Call
Louise Hemond-Wilson: hemond@us.ibm.com
deeper




Agenda
 IT Strategy Workshop Technique – overview
 Workshop Delivery Approach, Agenda, and Deliverables
 Confirm Workshop Objective, Parameters, Scope, and Participants
 Next Steps



Consolidation
Strategy
Recognize
Interdependencies
Strategy
Architecture
and Design
Standards and
Implementation
and
Maintenance


4. Roadmaps
• Create Roadmaps
for each gap
3. Prioritization
• Prioritize gaps
roadmaps

Analysis for 14 IT
Characteristics
Business

The first step in IT transformation must be understanding the needs of

the business , and aligning IT actions to that strategy
Provider researches,
Enabler technology to enable quantum
leap in business capability

Provider of a quality service at a cost equal to or

Utility lower than the competition
Provider of an adequate service at a cost lower than the

Benefit Commodity competition
as IT Value Driver
Cost High
as IT Value Driver

 Service Support
Storage
 Unix Servers
Compute

The IT Strategy Workshop Adoption Model
…..The Scope of Services
Dedicated to: Sharing

Finance Horizontal Sharing
LOB Connected and

and and Integration
Process or (linked) Integration
Vertical with
Application but
Integration with Value Net
Environment not
Siloed Integrated Value Net Partners
Optimization Partners Based on
Network or across the
across the Based on Dynamically and
Geographic Entire
Storage Entire Automatically
Location Enterprise. Pre-
Enterprise Established
Oriented established
Compute Agreements
Agreements
Discrete Partial Enterprise Defined Value Open Value

Integration Integration Net Net
Scope of Services

During the workshop the team assesses each of the characteristic
sets based on their knowledge of current and desired target state.

IT Strategy Workshop creates client-specific IT roadmaps

A IT Strategy Workshop is used to identify current states and desired target states of
xClient’s IT infrastructure capabilities, based on their enterprise business and IT goals
and initiatives.
xClient’s Business/IT Goals & Initiatives
Finance
Process
Environment
Network
Storage
Compute
Discrete Partial Enterprise Defined Open Value

Integration Integration Value Net Net
Scope of services
Identify required
Assess current state Determine future state Develop roadmaps

Agenda
 Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
 Next Steps

IT Strategy Workshop Process Flow…
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

Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up


SA
 Summary Assessment : Current vs. High Provider Relationship Model
Provider researches, Priorities selected
4 Enabler
technology to enable quantum
M
 Key observations and leap in business capability Projects Selected
as IT Value Driver
PL
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
E
interdependencies. Provider of a quality service at
2 Utility
a cost equal to or lower than
the competition
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



 Strategic Alignment Assessment:
How does the business view IT? Do IT
SA
initiatives align with what the business needs
from IT? xClient’ Business/IT Goals & Initiatives
M
 Summary Assessment : Current vs. Finance
desired future state assessment of IT
Process
capabilities.

Environment
Network
PL
E
Storage
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
 List of candidate project
descriptions: For entries in the roadmap
that will incrementally advance IT capabilities
towards the desired future state.



with what the business needs from IT? Observation Recommendations
Compute
SA
 Storage Resources  Storage Resources
-Standardization on xVendor storage is resulting in a large storage - Determine storage migration’s relative importance in light of other IT
 Summary Assessment : Current vs. desired migration project. This project is proceeding slowly due to resource
constraints.
projects and allocate additional resources as necessary.
- Investigate the use of storage virtualization as an optimizing enabler
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.
M
- Implement an Information Lifecycle Management architecture to
 Key observations and optimize existing storage usage and decrease storage costs.
 ILM
recommendations for each domain  ILM
PL
-xClient IT provides and supports ILM only for selected customers and
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.
 Customized selected roadmaps: Based -Current work underway to examine like groups of contract terms for
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
defining common cross-organization data tiers.
on client priority, showing projects by initiative and - Establish governance processes to ensure adherence to ILM
E
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.

state.





 Key observations and recommendations

for each domain
 Customized selected roadmaps: Based on

client priority, showing projects by initiative and
interdependencies.
 List of candidate project descriptions: For

entries in the roadmap that will incrementally advance
IT capabilities towards the desired future state.







interdependencies.

state.

Agenda
Participants
 Next Steps

Workshop objectives:
 xClient’s Objectives:
Up
da
te
ob
jec
tiv
es
.

Workshop Parameters: Timeframe, Scope, Partners, Priority and
Effort Definitions.
Do
 Define the timeframe for the assessment cu
 metimeline
example: A 3, 4 or 5 year time span or adoption
nt
wo
 Define the scope: rks

h
The workshop scope was focused on the following areas of the business/IT:
op
pa
 Partners were defined as:
ram
ete
rs.

The following enterprise business and IT initiatives were
established:
xClient’s Business and IT Initiatives
Se
lec


Simplify to reduce costs
Reduce IT Acquisition Cost
t ini
 Establish a pro-active energy
efficiency strategy
 Improve efficiency to reduce IT costs t iat
 Increase IT Flexibility
 React to data center facility ive
 Measure IT value to the business
constraints s.
 Ensure regulatory compliance
 Improve IT Reliability  Develop New Services
 Improve quality of service  Support Emerging Markets
 Increase Customer Loyalty  Improve Market Responsiveness

Ensuring success is largely dependant on strong participation.
Recommended xClient Team IBM Business Partner Team Members
 Executive Sponsor  Workshop Facilitator

 IT Management Leaders and Architects  Workshop Scribe(s)
 Business Unit IT Leaders  Key Account Team Members (Client
 Project Managers Exec, Client IT Architect, Software, etc)
 IT Providers/Outsourcer (where applicable)  Subject Matter Experts (where needed)
Prior to the workshop, please complete the two-paged pre-workshop data collection questionnaire in
the appendix to help us gain a current viewpoint of your environment. The document requests
information on:
- Prioritized business / IT goals and initiatives
- Count of servers, networks and Data Centers
- Key Applications
- Key DBs
- Key systems management tools
- SLAs
- Current IT Optimization techniques and products
- Major Data Center projects
Are there any other materials that would benefit the workshop team for review prior to the
workshop?
Agenda
Participants
 Next Steps

Review open items for today’s meeting
Item Owner Complete

d
Confirm that sponsor will be prepared to "kick off" the workshop with a 60 minute
discussion on their current environment, issues/pains, goals for transformation, and
why his/her team is engaged in this workshop.
Verify logistics (dates, locations, draft agenda, communication, catering, equipment,
room setup, etc…)
Set target date for completing data collection questionnaire
Verify participants

To proceed, the following activities are suggested:
Next Steps
1 Verify Workshop Participant Availability
Verify Workshop Location Logistics

2 - Room Arrangement
- Workshop Date
- Projector
3
Perform the IT Strategy Workshop
Together!
4
Execute next steps with xClient

Appendix:
Data Collection Questionnaire
To be completed and returned to your

IBM Business Partner deeper
one week prior to the workshop.

Pre-Workshop Data Gathering
Please complete the following:
Client Background Client Name:
Client Sponsorship CIO Name

Workshop Sponsor Name
Workshop Sponsor Title
Sponsor reporting chain to CIO
Sponsor reporting chain to CEO
Provide executive IT organization chart if available
Client IT IT Total employees (all of IT)

IT Locations (total)
Central (Data center) Locations
Describe significant outsourcing or out-tasking relationships
Client Hardware Primary Intel Suppliers / count of servers

Infrastructure Primary Unix Suppliers / count of servers
Primary MF Suppliers / MIPS / count of servers
Storage Suppliers / Usable capacity in TB
Current Optimization Techniques, e.g., virtualization
IT Optimization products, e.g., VMWare
Client Network Number of discrete networks

Infrastructure What techniques do you use to manage networks?
What network optimization techniques do you use? e.g.,
compression, TCP termination, caching
Client Software Key DBs installed

Infrastructure Key System Management products
Client Applications Key applications

Packaged, Custom, combination
Schedule When do you want to conduct this workshop?
Projected Timeframe Within how many years do you want to see changes?

Pre-Workshop Data Gathering continued

Please complete the following:
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
SLAs and Service What types of SLAs are in place?

Management Are you meeting your SLAs in all areas?
Please describe any problem area SLAs?
Has the client implemented or considered a
shared services model?
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

IT Strategy
Workshop
deeper

Workshop Topic
Break
Lunch

Workshop Participants
xClient IBM Business Partner

 Project Leader  Jane Doe, Exec. IT Consultant
 Project Leader  John Doe, Sr. Consultant
 Executive Sponsor

Introductions
 Name and title

 Job responsibility and area
 Organization or Line of Business
 Length of experience and/or depth of
knowledge within the organization
 What you would like to get out of this
workshop
 1 minute maximum!

Ground Rules for the Workshop
 Stay with the session and stay focused please

- NO: e-mail, chat/IM, cell phones, blackberry’s, pagers
- Set phones & pagers on vibrate and step out for emergency calls
- Please – no laptop connectivity - between breaks only
 Participate and make your views heard
- Ask questions. Make sure the material is clear to you
- All points of view are valued
- All questions are valid
- Do not reject any idea until it is time for evaluation and selection
- Philosophical discussions are for lunch and breaks
- Parking lot for items of discussion that consume time
- One conversation at a time
- Try and have some fun

From prior interviews, the following workshop objectives were

established for xClient:

Workshop Topic
Break
Lunch

Discussion on xClient Current IT environment and future directions
 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?
 Discussion about the data provided before the workshop.

Workshop Topic
Break
Lunch






Consolidation
Strategy
Recognize
Interdependencies
Strategy
Architecture
and Design
Standards and
Implementation
and
Maintenance


4. Roadmaps
• Create Roadmaps
for each gap
3. Prioritization
• Prioritize gaps
roadmaps

Analysis for 14 IT
Characteristics
Business

The first step in IT transformation must be understanding the needs of

the business , and aligning IT actions to that strategy



as IT Value Driver
Cost High
as IT Value Driver

 Service Support
Storage
 Unix Servers
Compute


LOB Connected and

and and Integration
Vertical with
Application but
Environment not
Geographic Entire
Compute Agreements
Agreements

Scope of Services

During Dynamic Infrastructurethe team assesses each of the characteristic
the workshop
sets based on the customer’s input of current and desired target
state.

Workshop Topic
Break
Lunch

Discussion about the business / IT relationship at xClient
 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?

The first step in any IT transformation must be understanding the needs

of the business , and aligning IT actions to that strategy



as IT Value Driver
Cost High
as IT Value Driver

Conducting the CUPE Survey
 CUPE is assessed via 10 multiple-choice questions

 Each question will be answered individually by each of the workshop
participants. Each participant should write their answers on a blank sheet
of paper next to the question number – e.g.:
- Q1 B
- Q2 C
- Q3 A etc.
 Answer sheets will be collected at the end of the survey, and the answers
averaged for each question, to obtain a collective “score” for each
question

Q1 – Customer satisfaction measurement is:
a) Less important than achieving cost targets
b) Focused on automating activities with increased productivity and/or

decrease in product cycle time
c) Measured by the customer satisfaction of the business products or

services
d) Measured by the ability of IT to provide a strategic competitive

advantage in the overall goals and initiatives of the business

Q2 – The corporate view of IT is:
a) A provider of technical services
b) A facilitator for organizational efficiency
c) A strategic alignment with the business goals and objectives of the

enterprise
d) A critical enabler of the corporate vision

Q3 – The enterprise approach toward the IT organization is:
a) As an expense center
b) As a service center
c) As a profit contributor
d) As a variable cost, on demand value center

Q4 – IT services and solutions are provided to the business at the

lowest feasible cost:
a) With minimal consideration for value add
b) With equal consideration for quality of service
c) With significant value add services
d) With the ability to enable business strategies on demand at variable cost

Q5 – The IT organization’s approach to new technologies is:
a) Extremely cautious, rarely implements leading edge technology
b) Very cautious, must conform to a confirmed industry best practice
c) Cautious, but willing to consider new technologies with a high probably

of success
d) Aggressive, willing to experiment with new technologies which can

potentially provide a competitive advantage

Q6 – The projects within the IT plan are:
a) Focused primarily on business automation (cost reduction) initiatives,

with some projects addressing service quality
b) Balanced between automation and service quality improvements, with

some resources directed towards enhanced capability
c) Focused on service quality improvement, enhanced capabilities, with

some projects focused on automation
d) Focused primarily on enhanced capabilities and service quality

improvements, with significant resources directed towards a few ‘big
plays’ exploring advanced technologies

Q7 – The IT organization’s attitude toward risk is:
a) Extremely risk averse
b) Risk averse
c) Willing to accept some risk if the potential return is large enough
d) Embraces risk as a means to gain competitive advantage

Q8 – The IT Services are:
a) Primarily focused on applications to improve productivity of administrative

functions, and are reactive, with the business demanding services from IT
b) Primarily focused on productivity enhancements, but IT has a moderate

understanding of customer requirements. There is an awareness of
customer satisfaction.
c) A balance of business driven projects that are enabled by IT and are

visible to customers of the enterprise, with internal productivity services
d) A mixture of externally-visible services, services for gaining significant

competitive advantage and internal productivity initiatives.

Q9 – The IT Services that are provided to the business:
a) Are standard, basic IT services that will “keep the lights on”, with nothing
unique
b) Enable the IT services expected by most organizations within the same

industry
c) Will provide standardized IT processes and architectures that are

relevant to the industry, with a few initiatives which are there to provide
competitive advantage
d) Are directly aimed at enabling the organization to provide competitive

advantage based on the usage of IT

Q10 – This enterprise is:
a) Not aware of how their competitors use technology
b) Is aware of their competitors use technology, but does not react based
on that knowledge
c) Watches closely their competitors uses technology, and responds when

necessary
d) Attempts to anticipate their competitors will use technology, and

develops alternative strategies

Participant votes will be scored by this simple template to determine an

organization’s CUPE score
 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.

The Purpose of the IT / Customer Relationship Profile
 Indicates overall attitude towards the IT function within an organization

 Illustrates general characteristics of IT within a company
 No profile is “Right” or “Wrong”
 Profile provides a view against which to consider alignment of IT
activities. 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
 IT architectural recommendations should be made in the light of this view

Commodity Profile
 Focused primarily on using IT to automate administrative functions at the

lowest possible cost
 Primary characteristics (These objectives are pursued even at the expense of customer
satisfaction, functionality, and performance)
- Cost control
- Achieving economies of scale wherever possible
 Leader normally does not report to the President or Chief Executive
Officer of the enterprise
 Technical innovation will be almost non-existent, because of the risk /
cost involved.

Utility Profile
 Cost is still a major factor, but:

- Recognition of, and concern for customer satisfaction
- More of a customer focus, especially in key areas such as Help Desk
- Consideration of customer requirements in the selection of IT projects
- Cost remains a large issue
 Business is beginning to relate IT services to business value.
 If IT organization does not respond adequately, the business units could
develop IT services on their own causing unofficial IT islands
 Might have generalized customer satisfaction surveys
 Head of IT will probably report to a higher level within the business
structure

Partner Profile
 Business retains some control through participation in setting corporate technical

standards and policies.
 Enterprise wide IT organization focused on effective and efficient use of
technology but with a clear vision / mission to support the business units in
achieving business objectives.
 Cost is still a consideration
- Focus is not on the cost
- Focus is on business benefit derived from an investment in IT.
 Assign advocates to each major business unit. Each business unit has a liaison to
IT.
 Business unit executives participate in key IT decisions and strategies
 IT participates in business strategy and planning
 Customer satisfaction is a critical IT measurements
 IT receives greater recognition within the enterprise. IT leader will be at a peer
level with other business unit leaders.

Enabler Profile
 Cost, remains a consideration

 IT initiatives are included as part of an overall business initiative.
 IT costs are tracked, but for the purpose of evaluating the success of the
overall business initiative.
 IT initiatives are critical elements of the business strategy, and are looked
at as key differentiators supplying a competitive advantage.
 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.
 Control is achieved through the use of standardized processes.
- Understand the significance to the enterprise of adhering to IT processes
- IT understand their role and authority to deviate from process as business
situations warrant.

The following enterprise business and IT initiatives were
established:
xClient’s Business and IT Initiatives

Mapping of template business initiatives to CUPE
Simplify to reduce costs C

Reduce IT Acquisition Cost C
Improve efficiency to reduce IT costs C
React to data center facility constraints U
Improve IT Reliability U
Improve quality of service U
Increase Customer Loyalty P
Establish a pro-active energy efficiency strategy P
Increase IT Flexibility P
Measure IT value to the business P
Ensure regulatory compliance P
Develop New Services E
Support Emerging Markets E
Improve Market Responsiveness E
Average = Calculate average

Workshop Topic
Break
Lunch

Workshop Topic
Break
Lunch

0
Workshop Parameters: Timeframe, Scope, Partners, Priority and Effort

Definitions.
 Define the timeframe for the assessment

- 1 year??
 Define the scope:
- The workshop scope was focused on the following areas of the business/IT: xClient ’ 2
main data center locations

1
 Questions
 Discussions
 What happens next?
 Thank-you!

2
xClient Report
deeper

Agenda
 Dynamic Infrastructure Overview

 Objective, Scope and Parameters
 Assessment Results
- CUPE
- Assessment Roadmap Tool
 Observations & Recommendations
 Selected Roadmaps
 Conclusion and Next Steps
 Appendices
- Detailed Assessment Results
- Project Details

4

5


6


Consolidation
Strategy
Recognize
Interdependencies
Strategy
Architecture
and Design
Standards and
Implementation
and
Maintenance

7

4. Roadmaps
• Create Roadmaps
for each gap
3. Prioritization
• Prioritize gaps
roadmaps

Analysis for 14 IT
Characteristics
Business

8
 Service Support
Storage
 Unix Servers
Compute

9

LOB Connected and

and and Integration
Vertical with
Application but
Environment not
Geographic Entire
Compute Agreements
Agreements

Scope of Services

0
During Dynamic Infrastructurethe team assesses each of the characteristic
the workshop
sets based on the customer’s input of current and desired target
state.

1
 Clarify IT goals based upon business and IT strategy

 Facilitates long-term planning for infrastructure transformation
 Links IT transformation to Business Requirements
 Allows you to capitalize on IBM’s expertise
The outcome: a roadmap
A roadmap helps you understand where

you are and where you need to go…
It provides an IT transformation blueprint

fully customized to your business needs

2
Agenda

- CUPE
 Appendices
- Project Details

3
The IT Strategy Workshop team consisted of xClient and IBM Business Partner
participants. The IT Strategy Workshop was conducted on MM-DD-YY in
<location>. The participants were as follows:
 xClient Participants:  IT Strategy Workshop Facilitators:
 IBM Business Partner Client Team

Participants:

4
IT Initiatives were selected by xClient as objectives for the next 2 years

xClient IT Initiatives
 Simplify to reduce costs  Measure IT value to the business

 Improve quality of service  Improve IT Reliability and
 Increase IT Flexibility Availability
 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

5
xClient provided information about their current environment prior to

the workshop
DRAWING REMOVED

6
Agenda

- CUPE
 Appendices
- Project Details

7
CUPE Survey Results

 The CUPE Survey indicates the client’s IT organization’s impression of the relationship the
business needs with IT
 This client’s score of 2.7 indicates the current state IT provider relationship approaching
“Partner”. Therefore there would be certain behaviors expected.
Total Total Total Total Total Av.
Person 1 Person 2 Person 3 Person 4 A B C D Ans Score
Q1 d b d b 0 2 0 2 4 3.0
Q2 c d b b 0 2 1 1 4 2.8
Q3 b c b b 0 3 1 0 4 2.3
Q4 c b b b 0 3 1 0 4 2.3
Q5 b d d c 0 1 1 2 4 3.3
Q6 b c b b 0 3 1 0 4 2.3
Q7 c c c c 0 0 4 0 4 3.0
Q8 c b c b 0 2 2 0 4 2.5
Q9 d c c b 0 1 2 1 4 3.0
Q10 d c a c 1 0 2 1 4 2.8
Total A 0 0 1 0 CUPE Score 2.7

Total B 3 3 4 7
Total C 4 5 3 3
Total D 3 2 2 0
Total Ans. 10 10 10 10
Av. Score 3.0 2.9 2.6 2.3

8
The Business needs IT to be in a “Partner” relationship

Participants’ impression
4 Enabler and implements technology to
enable quantum leap in business of current IT state: 2.7
capability

3 Partner service and provide resources/skills
2 Utility Provider of a quality service at a cost equal to or lower

than the competition
Benefit
as IT
Value 1 Commodity Provider of an adequate service at a cost lower than the
competition
Driver
Cost High
as IT Value Driver

9
The CUPE responses for Person 1 & 2 were very consistent, but the responses
for Person 3 & 4 (the 2 most senior people in the workshop) showed significant
variation)
Total Responses
18% 3%
Person 3’s responses indicate a wide spread 42%

Total A Responses (Commodity)
across the 4 profiles, but Person 4’s responses Total B Responses (Utility)
are primarily in the Utility profile. Total C Responses (Partner)
Total D Responses (Enabler)
37%
Person 1 Person 2
Total A Responses Total A Responses

0% 0%
(Commodity) 20% (Commodity)
30% 30% 30%
Total B Responses (Utility) Total B Responses (Utility)
Total C Responses (Partner) Total C Responses (Partner)
40% Total D Responses (Enabler) 50% Total D Responses (Enabler)
Person 3 Person 4
20% 10% Total A Responses 0%

(Commodity) 30%
Total B Responses (Utility)

Total A Responses (Commodity)
40% Total C Responses (Partner) Total B Responses (Utility)

30%
70 %
Total C Responses (Partner)

0
CUPE Analysis of Selected IT Initiatives
 The CUPE analysis of Simplify to reduce costs C

selected IT Initiatives
Reduce IT Acquisition Cost C
indicates this IT organization
is working towards a “Utility” Improve efficiency to reduce IT costs C
relationship React to data center facility constraints U
 This indicates misalignment Improve IT Reliability U
between the “Partner” IT Improve quality of service U
provider relationship the
Increase Customer Loyalty P
business desires and the
direction the IT organization Establish a pro-active energy efficiency strategy P
is heading Increase IT Flexibility P
Measure IT value to the business P
Ensure regulatory compliance P
Develop New Services E
IT Initiative CUPE Score: Support Emerging Markets E

2.0 Improve Market Responsiveness E

1
The Business’ Desired “Partner” Relationship with IT

Is Not Supported By IT’s Top Initiatives. IT is Focused on Delivering at a “Utility” Level

capability
Selected initiatives: 2.0


Benefit
as IT
competition
Driver
Cost High
as IT Value Driver
2
Summary Infrastructure Gap Analysis
Finance
Process
Environment
Network
Storage
Compute
Dynamic
Partial Enterprise Partner
Discrete Partner
Integration Integration Collaboration
Collaboration
Scope of services
Identify required

3
The chart of Current & Target states for each Characteristic shows that there is
a recognized need for improvement in most areas, except IT Finance and
Information Lifecycle Management
04. Financial Management

3
02. IT Distributed Resources

01. Service Support
"03. Midrange Servers" 2.5
02. IT Distributed Resources

1.5 02. Solution Deployment
"02. x86-based Servers"
0.5
06. Information Lifecycle Management (ILM) 0 03. Service Delivery
03. IT Storage Resources 05. Security & Compliance Management
04. IT Network Resources 07. Service Automation
05. Site and Facilities
Target Current

4
Closing IT Infrastructure Gaps
Impact Analysis on IT Initiatives
 During the workshop, the client relates closing each gap to selected IT initiatives
 Based upon CUPE analysis, we would expect to see “Partner” oriented initiatives well-covered by closing identified gaps
 In this case, the client had weak coverage of initiatives supporting the desired behavior
1.Simplify to reduce 2. React to DC Facility 3. Improve IT 4. Improve Quality of 5. Increase IT

costs Constraints Reliability Service Flexibility
Characteristics (Commodity) (Utility) (Utility) (Utility) (Partner)
Mainframe Servers √ √ √
x86 Servers √ √ √ √ √
Storage Resources √ √ √ √ √
ILM
Network √ √ √
Site and Facilities √ √
Service Support √ √
Solution Deploy. √ √
Service Delivery √ √
Finance
Security & Comp. √ √
Service Auto. √ √ √ √

5
xClient - Impact on IT Initiatives for Selected Characteristics
 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
1.Simplify to reduce 2. React to DC Facility 3. Improve IT 4. Improve Quality of 5. Increase IT

costs Constraints Reliability Service Flexibility
Characteristics (Commodity) (Utility) (Utility) (Utility) (Partner)
Mainframe Servers √ √ √
x86 Servers √ √ √ √ √
Storage Resources √ √ √ √ √
Sites and Facilities √ √
Selected Roadmap
CUPE Score: 2.0

6
Selected Roadmaps for Closing Gaps and Selected Initiatives Strongly

Indicate “Utility” Behavior from IT

capability
Selected initiatives: 2.0

necessary to support the service Selected Roadmaps: 2.0

Benefit
as IT
competition
Driver
Cost High
as IT Value Driver
7


Consolidation
Strategy
Recognize
Interdependencies
Strategy
Architecture
and Design
Standards and
Implementation
and
Maintenance

8
Based on the Assessment from the Organization
It is likely that Service Management is out of balance and should receive additional attention.
Service Management ties very closely to Partner behavior.
Service Management
Information Virtualization and Facilities and Data Business Resilience and
and Asset
Infrastructure Optimization Center Security
Management
Strategy Dynamic Infrastructure (Comprehensive Strategy tied to Business Initiatives)
React to pains and new market opportunities primarily driven by current market conditions
No strategy Strong Attention Strong Attention Moderate Attention Very Weak Attention
Architecture and <key application> as Finance / Supply Chain Corporate Standard
Execution Phases
Design Some network standardization

Weak security, mail, file serving, etc standards
SAN, direct Focus is on iSeries, 2 main data centers. Known risk of proximity of No system
attached and Intel and Storage. Program in progress to HA/DR site to Production site management or
internal storage However there are upgrade DC2 Security standards are set but system services
inadequate are platform specific and not standards
documented consistent between platforms.
standards and No plans for DR other than
architectures iSeries.
Implementation Clarion and Focus is primarily on Single point of failure Platform specific and No plans to implement
and Maintenance internal iSeries. There is exposures with current inconsistent by platform. beyond <key
limited knowledge of environment application> platform
Intel platform, and support
plans are limited to
physical
consolidation
Minimal to no progress Moderate or in-progress Significant progress to completion

xClient IT objectives are to be nimble and quick to respond; Heavy reliance on tribal knowledge is an exposure; due to size and
current business conditions the ramifications of weak strategy and architecture have not yet surfaced.
9
Agenda

- CUPE
 Appendices
- Project Details

0
Overall observations and recommendations (1 of 4)
Observation Recommendations
Business/IT Alignment
 CUPE indicators of strategy do not align with prioritized projects  Decide whether to adjust projects to align with strategy (ie include
 <key application> as top initiative is primarily focused on automating projects focused on measuring IT value) or re-set IT initiatives to
internal administrative functions which indicates a “Commodity” profile. align with projects.
 Selected projects are very hardware focused.  The roadmaps developed by the IT Strategy Workshop are
 Selected focus characteristics did not include some of the projects focused on the Infrastructure areas that are related to the IT
projects that are currently being planned. xClient should review
which had higher priority than effort.
the planned projects to ensure that they are sufficiently holistic,
 Towards becoming an Dynamic Infrastructure, some pillars of IT
and embrace all areas of the IT environment.
infrastructure and Data Center services were ignored or weakly
addressed.
Intel Servers
 While there are plans to do physical consolidation and virtualization for  Undertake an IT Optimization study for Intel servers and storage
the Intel servers and storage, it is not clear what plans exist to optimize to identify opportunities of data and application consolidation
the platform through application or image consolidation, or data  Review the Intel platform applications to determine what DR
management plans maybe required
 There are no DR plans for the Intel platform applications
Mid-range (iSeries) Servers

 xClient have identified areas where a plan is required for the iSeries  Architectural plans are required for the workload balancing on
servers, including workload balancing between the proposed DCs, and iSeries across the 2 DCs. Sizing and architecture for DR is also
sizing for the DR requirements. However, these requirements have not required, as xClient stated that they wanted to run an
been translated into a plan, or sized, or documented. Active/Active configuration with restore for DR and a 100%
capability in the event of a disaster, and a recovery target of 1
day.

1

Storage
 There is a recognition of the benefits of storage virtualization, but there is  Obtain education on the various storage technologies including
no plan or architecture of the scope (which servers/applications) and SAN and NAS, and iSeries storage.
sizing across the DCs. The implications of DR on storage have not yet  Develop a strategy and plan for storage virtualization, considering:
been explored. - Whether to use NAS or SAN for different applications, such
 There is an open question as to whether the SAN could/should be used as file serving, <key application>, other business applications,
for the iSeries servers. etc
- DR for both iSeries and Intel
Information Lifecycle Management

 There is a basic ILM plan related to <key application>, based on the need  Obtain ILM education
to retain financial records, but this is not documented.  In support of the priority placed on the IT Storage project, we highly
 There does not appear to be a consistent standard for ILM on the Intel recommend that xClient develop an ILM plan. It will be difficult to
servers, other than a capped mail file size for the domino servers move to “Enterprise” level storage management without an ILM
plan.
IT Network Resources
 There are several initiatives in place to replace the V-Sat connections with  Continue with the VPN implementation
a VPN cloud, with 2 providers  If there is no redundancy in the last mile connection, consider
 It is unclear whether there is redundancy in the last mile connection, and developing a strategy
how the Network management is handled (tools and processes)  In order to support high availability of the business applications
 There is no redundancy in the VPN connection for DC2. This will become (including <key application>), develop a strategy for Network
important in the case that DC2 site is activated for DR. Management tools and processes
 Implement a second line from the VPN cloud to DC2

2

Site & Facilities
 The DC facilities are being upgraded to meet the forecast space, cooling  In support of the goal to become a Partner profile, xClient should
and power requirements undertake an impact analysis to determine how a natural disaster
 However, the DCs are approx 20 km apart, in a region that has had many affecting both DCS would affect xClient business.
recent natural disasters, including flooding, earthquakes and a tsunami.  A strategy should be created for the DCs based on the impact
One of the DCs is at a sea-port. analysis
Service Management
 There is little understanding of IT service management and its capabilities.  Become educated on IT Service Management frameworks to
 Initiatives related to improving service management and the IT service understand where they may be applicable in xClient environment.
relationship (moving towards achieving a Partner provider level) were  Establish a program to implement a Service Management
prioritized low and then de-selected during the workshop. framework
 There are Service Desk, Change and Release Management, and Service
Level objectives for <key application>.
 However, there is no Service Desk, or other formalized Service
Management processes for non-<key application> IT services.
 There is no interface or relationship between event management and the
Service Desk or Incident management.
 Development of a Service Management framework is essential for
achieving a Partner provider relationship
Service Automation
 While there is a desire to move to virtualization and service automation in  Obtain education on the virtualization technologies for iSeries and
servers and storage for both iSeries and Intel, there is insufficient Intel servers and storage, including VMWare, VMotion, PowerVM
knowledge of the capabilities of the relevant technologies, and how these and SAN technologies, and develop an appropriate strategy.
technologies can be exploited.

3
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
the enterprise must also be developed.
employee to the required systems when they join, or removing an
employee when they leave. This is an essential factor in ensuring
productivity of new employees, and removing security exposures
when an employee leaves.

4
Agenda

- CUPE
 Appendices
- Project Details

5
The following key strategic roadmaps have been provided for xClient to use to
enhance its current IT environment in support of its strategic transformation
activities.
 Site and Facilities
 x86-based Servers
Roadmaps for other Characteristics can be provided if xClient believes that it is

worthwhile undertaking improvement programs in those areas.

6
Roadmap Example
Facility Cooling, Energy Management and Reporting, and Physical Security
Facility Cooling Energy Management & Reporting

EV0101DP02
EV0104DP02: EV0105DP01: EV0105DP02:

EV0104DP03:
Evaluate and pilot Develop an energy Extend IT systems
Implement spot
the use of spot inventory of a management
cooling
cooling selected facility's infrastructure to
technology for
technologies for power usage, related monitor the power
hot spots in
hot spots in a CO2 emissions and usage for servers in
selected facilities
selected facility BTU generation a selected facility
Facility Physical Security

EV0101DP03 EV0101DP01
EV0106DP01: Define EV0106DP02: EV0106DP03:

facility physical security Conduct physical Implement physical
policies that comply with security compliance security policy
standards such as ISO audits for selected compliant upgrades
27002, NIST or OSHA facilities to selected facilities

7
Agenda

- CUPE
 Appendices
- Project Details

8
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

9
Recommended Next Steps
Action Owner Date

Develop a comprehensive IT strategy that is inclusive of Virtualization,
Business Resilience and Security, DC Facilities and Service Management
Architect the <key application> environment to define workload sharing
across the locations and DR.
Undertake sizing for the required <key application> environments
Undertake a virtualization and optimization analysis for Intel, Storage and
iSeries with the goal of establishing the architecture for each of these
platforms. This study should be undertaken in an integrated manner as there
are inter-dependencies across these platforms
Undertake a study that identifies the risk and impact of either or both of the
data centers experiencing an extended period of non-availability
Undertake some education in IT Service Management and ITIL with the view
to establishing an IT Service Management framework

0
Agenda

- CUPE
 Appendices
- CUPE IT Provider Profiles

1
Agenda

- CUPE
 Appendices
- CUPE IT Provider Profiles

2
The Purpose of the IT / Customer Relationship Profile
 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.

3
Commodity Profile
 An enterprise which views IT services as a Commodity is focused primarily on using

IT to automate administrative functions and wishes to accomplish these functions at
the lowest possible cost
 The prime characteristics of the organization within this profile are CONTROL of
cost and achieving ECONOMIES OF SCALE wherever possible. These objectives
are pursued even at the expense of customer satisfaction, functionality, and
performance.
 IT services within such an enterprise are prime candidates for outsourcing, as
typically an outsourcer can provide standard services at a lower cost based upon
economies of scale.
 The leader of the IT organization will normally not report to the President or Chief
Executive Officer of the enterprise. The IT organization will probably be found as a
sub-function within the enterprise's finance organization, again reflecting a focus on
controlling costs.
 Technical innovation will be almost non-existent, because of the risk / cost involved.

4
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.

5
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.

6
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.

7
IT Strategy Workshop Training

8

IT Strategy Workshop Training: Deeper

Uploaded by

Copyright:

Available Formats

You might also like

IT Strategy Workshop Training: Deeper

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

IT Strategy Workshop Training: Deeper

Uploaded by

Copyright:

Available Formats

IT Strategy Workshop

© Copyright IBM Corporation 2008

 IT Strategy Workshop Overview and Kit

2 © 2008 IBM Corporation

 Workshop Goals  Overview

3 © 2008 IBM Corporation

4 © 2008 IBM Corporation

© Copyright IBM Corporation 2008

Building a dynamic infrastructure…

….requires an integrated, holistic approach aligned with

Building a Dynamic Infrastructure is a journey…

…these interrelated initiatives can provide the

7 © 2008 IBM Corporation

Three Phases of Building a Dynamic Infrastructure

Service Asset Virtualization Information Energy Security Business

8 © 2008 IBM Corporation

1. How does the business view IT?

2. Do IT initiatives align with the business’ strategy?

4. Sanity check. Is this where you need to be?

5. Adjust desired future states to align business and IT.

6. Identify and prioritize gaps.

7. Build roadmaps and plans.

9 © 2008 IBM Corporation

IBM’s own smart transformation has delivered results

Data Center • Consolidation and virtualization - thousands of servers onto

10 © 2008 IBM Corporation

What is the IT Strategy Workshop?

CIO and direct reports

How long? 1 day workshop

What are objectives? Define or refine IT strategy to ensure alignment with

The IT Strategy Workshop

2. Current vs Target Gap

12 © 2008 IBM Corporation

The First Step in IT Transformation

High Provider Relationship Model

Provider researches, recommends

Provider works with others to develop a

Provider of a quality service at a cost equal to or lower

13 © 2008 IBM Corporation

IT Strategy Workshop Evaluates 14 IT Characteristics

Finance  Financial Management

 Security & Compliance Management

Environment  Site and Facilities

Network  IT Network Resources

14 © 2008 IBM Corporation

Discuss Client’s Current IT Environment

Dynamic Infrastructure Strategy Overview

Introduction to Dynamic Infrastructure Strategic

Evaluate Strategic Alignment

Evaluate Current and Desired Technical

Prioritize Gaps to Address

Plan Next Steps and Wrap-up

15 © 2008 IBM Corporation

IT Strategy Workshop Process Flow…

16 © 2008 IBM Corporation

Excerpts from Deliverable

17 © 2008 IBM Corporation

Core workshop deliverables include the strategic alignment assessment results,