How to Untangle the Hairball: Integrating CMMI and ITIL How to - - PowerPoint PPT Presentation

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How to Untangle the Hairball: Integrating CMMI and ITIL How to - - PowerPoint PPT Presentation

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SEPG 2006 Nashville, TN March 2006 03-23-05 How to Untangle the Hairball: Integrating CMMI and ITIL How to Untangle the Hairball: Integrating CMMI and ITIL Effectively in Application Engineering and Operations Effectively in Application

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03-23-05

SEPG 2006 – Nashville, TN

March 2006

How to Untangle the Hairball: Integrating CMMI and ITIL How to Untangle the Hairball: Integrating CMMI and ITIL Effectively in Application Engineering and Operations Effectively in Application Engineering and Operations Environments Environments

Bill Phifer Ted Hayes

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2 •

S EPG Conference, Nashville, TN March 2006

Agenda Agenda

  • What is there to untangle and why is

this important?

  • Scope of ITIL SM & ICTIM
  • Model interoperability views
  • Scenarios
  • How to move from a CMMI-only
  • rganization to an integrated

CMMI/ ITIL powered one

  • Conclusions
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3 •

S EPG Conference, Nashville, TN March 2006

Why is Integration so Difficult and so Necessary? Why is Integration so Difficult and so Necessary?

  • The market demands both I TI L and CMMI ,

but cross domain experts are hard to find

  • These reference standards were not designed

to com plem ent each other; they are developed w ith a different focus, there are significant term inology differences, and typically few integrated teams, processes or roles using them

  • Models themselves can't be executed, they

need to be applied to a business environm ent together w ith a process architecture for you to have something that's executable

You can develop w orld class applications but still have poor quality due to a product that doesn't m eet business needs or service expectation ( cost, reliability, perform ance) - and lead to failure

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4 •

S EPG Conference, Nashville, TN March 2006

Typical S ituation Today Typical S ituation Today

  • Typically many redundant IT support processes across the

enterprise, with confusion on which processes are most applicable

  • Need to establish “one way” to execute
  • Parochial issues solved by parochial processes
  • New problems often lead to the development of new

processes

  • Lack of modular, integrated “process architecture”
  • Significant pressure from many areas of the organization as

urgent need to change is recognized – Reduce costs and improve quality – Streamline and standardize all processes – Move towards common process lexicon and terminology

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S EPG Conference, Nashville, TN March 2006

S cope of ITIL (IT Infrastructure Library) S cope of ITIL (IT Infrastructure Library)

ITIL is more than just Service Management! ITIL is more than just Service Management!

Source: UK OGC

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S EPG Conference, Nashville, TN March 2006

Integrated ITIL SM Process Map Integrated ITIL SM Process Map

Request Management Incident Management Problem Management Release Management Configuration Management IT Financial Management Service Level Management

IT Service Continuity Management

Availability Management Capacity Management

Service Support Service Delivery

core ITIL

Corporate Reporting ICTIM Operations Security Management Change Management ICTIM Design & Planning Supplier Management and Procurement New Business Development Contract Management Corporate Billing Business Forecast Client User

Source: EDS Global Processes & Methods

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Integrated ITIL S M & ICTIM View Integrated ITIL S M & ICTIM View

Users, Engineering, Statutory, Regulatory

ICTIM ICTIM

Design & Planning Deployment Operations Hand Over to Production Requirements

Note: This is not a complete

  • model. It only focuses on

ICTIM and direct relationships to ITIL & other process sets. Service Level Management Service Level Management Incident Management Incident Management Problem Management Problem Management Availability Management Availability Management Capacity Management Capacity Management ITSC Management ITSC Management Service Desk Service Desk Configuration Management Configuration Management

Change & Release Management Change & Release Management Maintenance Changes

Application Management

Application Design Application Design Application Build Application Build

Requirements Integration into solution & testing

Service Management (incl. Change and Release Management)

Capability Management Capability Management

Improvements Errors Error Solutions

CMMI Play Space CMMI Play Space

7 •

S EPG Conference, Nashville, TN March 2006

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8 •

S EPG Conference, Nashville, TN March 2006

S cenario 1 S cenario 1 – – Web App S erver Goes Down Web App S erver Goes Down

  • Disruption of service to user – server outage
  • That server is part of I TI L CMDB, is related to app X, w hich is

m apped to a set of pre-defined business users

  • I nform ation is sent to client to alert of the business im pact of

that server outage

  • Red indicator displayed on dashboard
  • Go through process of resolving I ncident
  • I f issue w as application oriented ( loop caused excessive

utilization and froze the server) then I ncident is dispatched to the responsible application support group

  • They restore norm al service operation ( I TI L lexicon)

I ncident Managem ent Problem Managem ent

  • Perform analysis and determ ine cause of the disruption
  • Raise an RFC ( Request for Change) to rem ove the error from

the environm ent and prevent further I ncidents ( could invoke a CMMI process-based code change)

  • Obtain approval via Change Managem ent to prom ote

perm anent fix to live environm ent

  • I nvoke I TI L Release Managem ent to distribute the updated

code to the application

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9 •

S EPG Conference, Nashville, TN March 2006

S cenario 2 S cenario 2 – – Web Application Development Web Application Development

  • Client requests new w eb app function to support business process
  • Raise Change Request to com m unicate requirem ents – from Service Level

Managem ent through Change Managem ent to Design & Planning

  • Follow Design and Planning: is there an existing architecture that fits this

w eb application?

  • Rationalize architecture
  • Validate capacity and availability by using the Capacity and Availability

processes

  • Translate requirem ents into technical specifications
  • Allocate the requirem ents to Application Design and Deploym ent
  • Create Solution Package specified by architecture
  • I f new technology ( or even very old technology) , application developm ent

needs to ensure Availability of trained personnel and skill sets

  • Project Managem ent continually m onitors project to ensure there is

enough people and resources ( as pinged by Availability Managem ent)

  • Deploym ent includes engineering and integration ( ensures traceability to

requirem ents)

  • Release Managem ent includes testing ( functional, perform ance, co-

existence, integration)

  • Change Managem ent includes approvals and final release to operational

environm ent

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S EPG Conference, Nashville, TN March 2006

Interrelated Disciplines (a sampling) Interrelated Disciplines (a sampling)

  • Capacity Management provides input to the development project

about application scope, sizing and stakeholder involvement. Application sizing involves the estimation of technical resource requirements to support the proposed application and communicating these to the development organization. The development project should use this input to ensure that the application will meet its required service levels (Service Level Management) and to ensure that quality is built into the application during the development process.

  • Release Management facilitates the smooth transition of the newly

developed or modified application into production, calling upon the Change and Configuration Management processes to ensure adherence to the approval, scheduling, communication, and documentation policies of the business.

  • The development project should notify Availability Management

about any new skills required of support personnel to manage the newly developed application in a responsive & effective manner.

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IT S ervices and Model Alignments IT S ervices and Model Alignments

Architecture and Engineering CMMI + I TI L I CTI M Aligning I T to Business I TI L SM Application Developm ent CMMI + I TI L Application Managem ent

11 •

S EPG Conference, Nashville, TN March 2006

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S EPG Conference, Nashville, TN March 2006

No One Model (S

  • lution) Does Everything Well!

No One Model (S

  • lution) Does Everything Well!
  • Greatest value comes from the interoperability of

process sets

  • The extent that you are successful in integrating

processes will determine the degree of benefit, holistically, you will experience from the strengths of each model

  • Exploiting the interoperability of models also yields

competitive BUSINESS advantage:

– Requirements are complete early in the development life cycle, fully in consideration of SLAs, existing engineering and operational changes, required availability and capacity needs, known problems, and performance considerations – Problems are avoided or addressed for what they are – business impacts – and eliminated permanently – IT and the business processes work together to meet client needs

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S EPG Conference, Nashville, TN March 2006

Making S ense of the Pieces Making S ense of the Pieces

ITIL + Business Business Process Framework Doc Mgmt Process Architecture (Structure) Industry Best Practices + Business Policies Document Standards and Content Management

www.ogc.gov.uk www.BPMI.org www.iso.org

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S EPG Conference, Nashville, TN March 2006

Request Management

Introducing an IT Management Model Introducing an IT Management Model

Data Center Factory CMDB Logical and Physical entities and relationships Work Flow Role based / process based access to integrated, transactional systems Enterprise Data Model Customer, Entitlements Billing etc. Agile Control Center

Integration Bus Mainframe Mid-Range Storage Network Workplace

S D Cisco 1720 B R I S / T C O N S O L E A U X W I C O K OK B 2 B 1 W IC 1O K D S U C P U L N K 1 F D X S 3 LO O P LP S D S D Cisco 1720 B R I S / T C O N S O L E A U X W I C O K O K B 2 B 1 W IC 1O K D S U C P U L N K 1 F D X S 3 LO O P LP S D

Applications

Passive Application Monitoring Active Application Monitoring

Incident Mgt Problem Mgt Change Mgt Config Mgt Release Mgt

ITIL Service Support

Avail Mgt Capacity Mgt Svc Lvl Mgt Svc Cont Mgt

ITIL Service Delivery

Design Plan Oper- ations Deploy- ment Tech Support

ITIL ICT Enterprise / Systems Management Enterprise / Systems Management

Security Management Security Management

Core VSS I nsight

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15 •

S EPG Conference, Nashville, TN March 2006

Maximizing Vertical Expertise Maximizing Vertical Expertise

  • Leverage centers of expertise
  • Align behaviors to appropriate disciplines - horizontal
  • Define a single behavior by discipline rather than

everyone recreating in their own vertical silo Example: when restoring service, use the definitive process - ITIL Incident Management.

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S EPG Conference, Nashville, TN March 2006

S ame ITIL Value Proposition, Many Possible Routes S ame ITIL Value Proposition, Many Possible Routes

(Many ways to design ITIL-compatible processes: same destination)

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17 •

S EPG Conference, Nashville, TN March 2006

Conclusions Conclusions

Proprietary technology is no longer a com petitive edge, but how w ell you m anage your I T in support of your business is the key – and this dem ands interoperability

Applications

In Development In Production Use ITIL SM Use CMMI W e need to change the m indset that w hen you are an Application Developm ent group that you alw ays execute your ow n unique processes!

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S EPG Conference, Nashville, TN March 2006

Benefits Benefits

  • Integration enables and enforces

standardized tooling

  • Faster (business and IT) process

development

  • Exploit utilization of industry Best Practices
  • Reduced confusion on performing level

across functional towers

  • Drives standardization in the role and

template space

  • Enables performance measurement across

the applications life cycle

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19 •

S EPG Conference, Nashville, TN March 2006

Call to Action Call to Action

  • Start to think about CMMI as part of a larger

reference model family

  • Do your BUSINESS a favor and take/ make an

integrated view of these models

  • In the areas where you have strengths, use

them; grow into the other model disciplines to build your capability, but leverage the strengths offered by the other models

  • Consider expanding your CMMI-centric process

system to include key enhancements that reflect ITIL SM & ITIL ICTIM requirements

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20 •

S EPG Conference, Nashville, TN March 2006

Questions? Questions?

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Contact Information Contact Information

Ted Hayes (916) 861 3233 Sacramento, CA ted.hayes@eds.com Bill Phifer (610) 269 7931 Downingtown, PA bill.phifer@eds.com