The Next Generation Of Information Management - Build/Run

Transcription

1 The convergence of the Service Desk and the Project Management Office Charles Betz Research Director, IT Portfolio Management Enterprise Management Associates Sponsored by ManageEngine

2 Speaker bio Charlie Betz is Research Director at Enterprise Management Associates. His EMA responsibilities include IT portfolio management, IT financial management, software asset management, service desks and ITSM suites, and the concept of ERP for IT. Recently, he spent 6 years at Wells Fargo as Enterprise Architect and VP for IT Portfolio Management and Systems Management. He has held architect and application manager positions for Best Buy, Target, and Accenture, specializing in IT management systems, ERP, enterprise application integration, data architecture, and configuration management. He is the author of the recently published Architecture and Patterns for IT: Service Management, Resource Planning, and Governance (Making Shoes for the Cobbler's Children). Charlie has been appointed to the COBIT 5 Information Reference Model task force, an international effort to develop a standard framework for information governance. Charlie is based in Minneapolis, Minnesota.

3 What we will cover - The three top use cases across which project management and service organizations are challenged to collaborate - The three different ways IT organizations attempt to reconcile IT project portfolios with IT service portfolios - A new conceptual model, demand/supply/execute, to replace the outmoded plan/build/run approach to IT management. - The critical importance of time and resource management - A neutral, informative overview of integrated, next generation IT management solutions, where they are originating, and how they are evolving.

4 Why this topic, why now? Ten years ago, the chief architect for a major PPM solution told me We re never going to have effective project management until we get effective work management. It s taken a long time But in the past year as an analyst, I ve noticed: Every PPM vendor is telling me they re being challenged to support operational processes & service management Every service desk vendor is telling me they are being challenged to support projects & new system functionality Vendors are adding modules in response to market demand DevOps continues to gain traction and is a poor fit for segregated PMOs and Service Desks

5 The old way Plan Moment of truth Build Run IT Service Waterfall thinking Good for one version of one system

6 But IT services are evolving with accelerating speed Moment Moment of truth Moment of truth of truth Moment of truth Moment of truth Moment of truth Moment of truth Moment of truth Moment of truth Moment of truth IT Service IT Service IT Service IT Service IT Service IT Service IT Service IT IT IT Service Service lifecycle

7 Enterprise IT silos Service Desk (Tickets) Projects Resource Management

8 Breaking boundaries The wall Dev (Build) Ops (Run)

9 Overburden Ongoing improvement Bigger than a ticket, smaller than a project. Capacity/security/risk availability/architecture/ etc etc etc Project work - Deliverables - Stories - Issues/risks/action items - Releases Overburden Multitasking Poor execution Service support - Incidents - Changes - Service Requests

10 The smoking gun Are you aware of situations where poor coordination across different types of IT demand has led to poor support of business needs? Yes 66% No 34% 0% 10% 20% 30% 40% 50% 60% 70% Sample Size = 150 Column %

11 The 3 top use cases for development/operations collaboration The wall Processes act on Configuration Items A project is just another process Dev (Build) Release/Change Ops (Run) Issue/Incident People need to collaborate with minimal friction. Ongoing Improvement Tickets become projects and projects become tickets

12 Demand/supply/execute: Transforming to a new model Demand Execute IT Value IT Value Realization Supports many dynamically evolving services

13 The transformation of demand Ongoing improvement Projects Tickets

14 Two dimensions of demand Granularity Disasters Severe incidents Zero-day patching Complex incidents Routine service requests and incidents Routine releases: stories, reports Default assumption Governance, Risk & Compliance Large scale asset programs (e.g. tech refresh, data center alignment) Projects Architecturally significant development Complex infrastructure provisioning Routine infrastructure provisioning (simple environments, capacity upgrades) Changes Large scale service implementation/change programs Process improvement Technology product lifecycle management Forecasted granular demand In other words, it s all just work. Planning

15 The transformation of supply New functionality, up to & including projects, covered here. Service Portfolio The transactional, automated world. Service Pipeline Service Catalog Retired Requestable Production Professional Application Provisioning Infrastructure Request Management applies to Requestable Production services require access processes Incident Management applies to Production

16 How application and project portfolios are related Each project impacts some applications or services (project essentially as a form of change, impacting some CI). Each application (as a service) may be a sort of open-ended project for time billing. Not a purist view of Project though. Applications are requestable services in that they generally require provisioning access (i.e. security credentials) This provides a workable means to align requestable service catalogs with the application portfolio.

17 Time tracking What a mess 80% of spend is people? What are you tracking it against? Multiple options ERP system (HR module) Project portfolio system Service desk PSA system Stopwatch functionality Custom built Nothing allocation only 17

18 Defining execution Execution applies to all true processes Project Release Change Service Request Incident Problem / Improvement It s what happens after initial demand is validated and released, including Tactical prioritization (if resource constraints emerge) Ensuring operational capability Performance tracking Improving efficiency & effectiveness Delivering final outcomes the combination of supply with demand

19 Origins of next generation IT management Oracle??? Project management & ALM Core ERP Serena Entry SW AtTask EPMLive ServiceNow Greenfield SAP Epicor Summus ConnectWise NGITM Autotask TigerPaw Professional Automation HelpSTAR Hornbill ManageEngine Alloy Kaseya LANDesk ACentre EasyVista Systems Management IT Service Management 19

20 IT Portfolio The converged Management, future Strategic planning Enterprise strategic planning Enterprise Architecture Request Change IT Financial Management Project Mgmt, App Lifecycle Mgmt IT Control Product Line Management Enterprise Control Business Intel Incident Problem & CSI IT Service Management IT Delivery Enterprise Delivery MRP/ERP systems Configuration Management Other Shared IT Asset Management DevOps Enterprise CRM Enterprise Asset IT Systems Management & Operations Plant floor, edge devices, internet of things Enterprise Operations Execution & control systems 20

21 Conclusions Are you ready for converged IT management? Have years of plan/build/run resulted in high castle walls? How can you make IT value delivery frictionless? Consider demand/supply/execute. The days of project and service desk silos are over.