Service Management Program Fundamentals. Participant Workbook IBM Pulse Comes to You Goa, India April, 2009

Transcription

1 Program Fundamentals Participant Workbook IBM Pulse Comes to You Goa, India April, 2009

2 ƒ This workbook is for our private use. The information ou gather in it will not be shared with other participants ƒ It is intended to give ou a self perspective on: ƒ ƒ What is our organization s current Capabilit What role is IT performing in the business ƒ What are our organization s ke IT objectives for 2009/10 ƒ ƒ How do capabilities, roles and objectives relate to each other What benefits could be realized from developing and executing a Program in our organization ƒ If ou choose ou can share our perspective with the IBM experts at this conference or at a future date

3 Session Discussion Topics What are the ke components of? What is our organization s current level of capabilities? What roles can IT perform for a business? What role is our organization currentl performing? What are our organization s ke IT Objectives for 2009/10? Do our objectives align with the role the business requires IT to perform? How do capabilities effect the abilit to achieve IT Objectives? What effort is required to have deliver a positive impact on our IT objectives? What are the fundamental components of a Program? Would our organization benefit from developing and executing a Program?

4 Tab-1

5 Session Discussion Topics What are the ke components of? What is our organization s current level of capabilities? What roles can IT perform for a business? What role is our organization currentl performing? What are our organization s ke IT Objectives for 2009/10? Do our objectives align with the role the business requires IT to perform? How do capabilities effect the abilit to achieve IT Objectives? What effort is required to have deliver a positive impact on our IT objectives? What are the fundamental components of a Program? Would our organization benefit from developing and executing a Program?

6 Through our experiences we have developed a Reference Architecture that outlines the ke implementation areas in developing capabilities ƒ The core elements to establish consistenc and control over the operational IT service environment ƒ Provides a framework for how the organization deals with service outages, disruptions and changes in a highl repeatable, standardized fashion Monitoring Monitoring ƒ Correlation of the reliabilit, performance and availabilit of the information sstem with its business goals ƒ Provides required capabilities on how an IT organization deals with incident avoidance through end-to-end monitoring of infrastructure and applications Provisioning ƒ Establish a service through the allocation or modification of infrastructure capacit and/or operational support as stipulated within a service agreement ƒ Managing operations that control the behavior of IT service during use Provisioning Request Qualit Asset Qualit ƒ Constantl monitor and modif processes and technologies while monitoring personnel to improve the qualit of services ƒ The base functionalit ensures services are delivered according to associated service levels and problems affecting service availabilit are identified Request ƒ of services through the integration of Enrollment, Entitlement & Subscription while ensuring the IT infrastructure is managed according to agreed service levels Asset ƒ and deliver of integrated configuration and asset information required for service management. This is focused on establishing a framework for managing service assets in both an operational and financial context

7 Knowing what is happening in the infrastructure, how it relates to the business, and what actions to take is the basis for a strong program Monitoring Visibilit across Applications, Data and Underling Infrastructure Automation of Process and Technolog across Business s Provisioning Request Qualit Asset Control and Governance Aligned to Business Priorities

8 Monitoring Monitor Infrastructure Resources How are infrastructure events affecting services? Outcomes: ƒ Incidents are detected earl ƒ The time between event occurrence and detection is minimized ƒ Responses to understood faults are started with minimal dela Securit Events Network Events Sstem Events Performance Events Application Events Storage Events Transaction Events Mainframe Events OMEGAMON ITCAM Proviso NM TSM TSOM Precision NM Capabilities: ƒ Root cause analsis and identification ƒ Solution (and workaround) definition and selection ƒ Contribution to the collective problem resolution knowledge base Enablers: ƒ Network Manager, Omnibus, Sstem Automation, Compliance Insight Manager, Monitoring for Microsoft, Monitoring for Servers, OMEGAMON

9 Monitoring Understand User Experience How are services meeting business user needs? Outcomes: ƒ qualit is sustained and improved ƒ Appropriate actions are taken in response to events, in order toresolve without manual response Transaction Step Below Baseline Avg. Capabilities: ƒ Correlation and filtering of events, to identif alert notifications and other conditions ƒ Examination and analsis of individual events in isolation as well as events in context with other events Enablers: ƒ Composite Application Manager for; Applications, SOA, Transactions, Response Time Tracking, CICS, IMS, WebSphere

10 Adoption of Best Practices Discrete IT Silos focus is availabilit and performance of siloed technolog resources. capabilit is devoted to infrastructure or a particular LoB or application, siloed, geographic or location oriented Partiall IT Operations is focused on managing applications end to end across the infrastructure. Application availabilit metrics and application based SLA s drive operations. Development is focused on end to end project management IT is focused on full infrastructure, application and service portfolios. request as well as infrastructure and application based SLA s drive IT. Improved governance across management domains is required to achieve results & Business Business process and business service requirements drive IT operations and development. Governance is required to enable business value oriented behaviour and decision making throughout IT across all management domains Dnamic Collaboration Effective governance across all management domains inside the service provider as well as throughout partners and suppliers with a focus on achieving new business value

11 Circle the level that best represents our organization s current capabilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Events are monitored b multiple platform and application tools Common events are captured and displaed on a central control console Event monitors phsical and virtual resources, applications, services and business processes Event management sstems are extended to be aware of partner applications. Impact in availabilit or performance of partner sstems creates service desk tickets Dnamicall provisioned monitoring based on the changing needs of the business Qualit Asset Request Provisioning

12 Qualit Provide Business Aligned Dashboards What is the health of m business and the services that support it? Outcomes: ƒ Consistent level of availabilit that enables the business to meet its current and future objectives ƒ attainments against targets are reported accuratel and in a timel fashion to all defined service stakeholders Aligning IT and the Business around a Common Model is at the heart of Intelligent Views Capabilities: ƒ Providing both real time and historical event information to other IT processes, to facilitate service qualit improvement and resource availabilit ƒ Providing similar information relating to the automated aspects of business processes for business analsis Enablers: ƒ Business Manager, Level Advisor, Netcool Impact, Qualit Manager, Customer Experience Manager, Netcool Performance Manager. Omnibus

13 Qualit Provide Business Aligned Dashboards What is the health of m business and the services that support it? Outcomes: ƒ Consistent level of availabilit that enables the business to meet its current and future objectives ƒ attainments against targets are reported accuratel and in a timel fashion to all defined service stakeholders Showing High Level Status for All Sstems Show Deep Business Data per Executive Dashboards for how End-to-End s Impact the Business

14 Qualit Provide Business Aligned Dashboards What is the health of m business and the services that support it? Outcomes: ƒ Consistent level of availabilit that enables the business to meet its current and future objectives ƒ attainments against targets are reported accuratel and in a timel fashion to all defined service stakeholders Qualit & Views of what matter most to this -specific Status & Process Dependencies Manager views on what matters most to qualit deliver

15 Qualit Provide Business Aligned Dashboards What is the health of m business and the services that support it? Outcomes: ƒ Consistent level of availabilit that enables the business to meet its current and future objectives ƒ attainments against targets are reported accuratel and in a timel fashion to all defined service stakeholders Level Compliance and Desk Incident Integrated Intelligence Discover and Change Histor Reports

16 Circle the level that best represents our organization s current capabilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Informal documentation exists for the portfolio of services available. s are provided on a best effort basis Capacit and Availabilit monitoring and reporting utilizes common tools across some sstems Capacit and Availabilit is performed end-to-end with a standard integrated toolset Capacit and Availabilit is extended to include monitoring and reporting of partner sstems Level, Capacit and Availabilit are extended to monitor and report on dnamicall discovered services Asset Request Provisioning

17 Asset Map Dependencies to Infrastructure How are resources connected to provide business services? Outcomes: ƒ All configuration items within IT sstems and infrastructure areaccuratel identified and cataloged ƒ An exceptions between configuration records and the corresponding CIs are identified Network Devices Securit Devices Servers SOA Applications Relationships Mainframe Resources Capabilities ƒ Supporting configuration item audits ƒ Identifing configuration item interdependencies ƒ Linking configuration item changes to specific change requests (RFCs) ƒ Defining and reporting configuration baselines Enablers: ƒ Application Dependenc Manager, Change and Configuration Database, Asset Manager for IT

18 Asset Manage Risk and Compliance How is services information integrit ensured? Outcomes ƒ The confidentialit, integrit, and accessibilit of information meets agreed requirements ƒ Regulator, audit, and other internal compliance is ensured and demonstrated ƒ The reputation and value of the brand of the businesses that IT serves is protected Define Controls Enroll & Proof Users Monitor, Audit, Report Manage Identit & Issue Credentials Enforce Controls Capabilities: ƒ Identification of IT securit incidents ƒ of supplier and partner access to services and sstems Compliance enforcement measures ƒ Internal and external audit readiness preparations Enablers: ƒ Access Manager, Identit Manager, Securit Polic Manager, zsecure, Director Server, Compliance Insight Manager, License Compliance Manager, Securit Information and Event Manager, Securit Operations Manager, Enterprise Single Sign On

19 Circle the level that best represents our organization s current capabilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Individual repositories of inventor and assets often kept in spreadsheets and not current Auto-discover of assets and dependencies in a sstem connected to procurement and contracts Dependenc data grouped b business service in common repositor and managing assets across the full lifeccle Real-time discover of IT services and assets, feeding partner sstem Costs generated b leveraging dnamicall discovered services are charged back to appropriate LOB based on usage Request Provisioning

20 Request Fulfill Requests How effectivel are requests for services being managed? Outcomes: ƒ requests successfull received and processed ƒ Requests are accuratel and appropriatel routed to the correct process and correct service provider for handling ƒ Customers and approved users trust the published service catalogas the authoritative description of the services available to them Define s Request New De-provision When Necessar Identit Available Resources Charge Back to Requestor Manage Provision Capabilities: ƒ Receipt and management of service requests relating to: Incidents, Standard changes, Identit, Access rights, Securit service requests, Information, advice, guidance, User satisfaction interactions, Complaints Enablers: ƒ Request Manager, Change and Configuration Database

21 Circle the level that best represents our organization s current capabilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Request s are discovered, cataloged and used in an informal manner Some services are cataloged and use a services registr and repositor All services are cataloged using a common services registr and repositor with common polic management The services registr and repositor and polic management sstems supports services interaction with partners The service registr and repositor along with automated polic management support dnamicall discovered services Provisioning

22 Provisioning Automate Operations Are activities efficientl executed when delivering business services? Outcomes: ƒ Deploment risks to existing service qualit are minimized ƒ s are delivered in a reliable, robust, secure, and consistent manner ƒ Resources are managed effectivel and efficientl Resource Pool ITM ITCAM Actions Increase Server capacit Add Redundant Database Need WebServer to meet demand Manage new resources OMEGAMON Proviso ITCAM NM TSOM Precision NM Capabilities: ƒ Understanding, creation and maintenance of operational schedules ƒ Provisioning of O/S, Applications and Databases Enablers: ƒ Provisioning Manager, Remote Control, Workload Scheduler, Dnamic Workload Broker, Release Process Manager, Business Continuit Process Manager, Storage Manager, TotalStorageProductivit Center, SAN Volume Controller, Usage and Accounting Manager

23 Circle the level that best represents our organization s current capabilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Request Provisioning IT resources are provisioned and changed manuall IT provisioning steps are defined. Limited automation tools are in place Automated tools are used to provision and change common IT resources Changes to resources required for partner interfaces are performed based on mutuall agreed service levels Partner collaboration of services is delivered through automation

24 Monitoring Provisioning Qualit Request Asset

25 Manage the s of IT Is the IT management running as an integrated sstem? Outcomes: ƒ All areas of IT are assisted in providing optimized IT end-to-end business services ƒ Technologies are leveraged for capture, location, and dissemination of knowledge and expertise Incident & Problem Request Knowledge Change Asset Configuration Work Provisioning & Release Capabilities: ƒ Incidents reported b users or discovered within the IT organization b automation or people ƒ Handling (automaticall or with human assistance) of sstem events that have been identified as incidents b the Event process ƒ Appropriate balance is maintained between the business need to deplo innovation and the need to maintain the stabilit of IT service Enablers: ƒ Request Manager, Change and Configuration Database, Release Process Manager

26 Circle the level that best represents our organization s current capabilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Request Provisioning Informal processes exist. Change requests are informal, Incidents are identified b users processes are documented and basic tool integration is present A unified CMDB is deploed linking Change and Configuration. Configuration, Incident and Problem information is shared with partners As dnamic services are discovered the CMDB is updated and services relationship are established

27 Our experience has established common groupings of processes and technologies that if designed and implemented together can significantl improve capabilities Event Detecting & Alerting Monitoring Event Business Request IT Portfolio Monitoring Qualit Provisioning Request Asset Asset Asset Discover Configuration Incident Change Problem Provisioning Release & Deploment Resource Catalog Level Securit Knowledge Reporting & Dashboards Capacit Financial Request Fulfillment Continuit Qualit Availabilit Performance Securit Execution & Choreograph

28 Please Turn to Tab 6 and complete the Matrix with each of the levels ou have selected to this point

29 Refer to Tab 2

30 Session Discussion Topics What are the ke components of? What is our organization s current level of capabilities? What roles can IT perform for a business? What role is our organization currentl performing? What are our organization s ke IT Objectives for 2009/10? Do our objectives align with the role the business requires IT to perform? How do capabilities effect the abilit to achieve IT Objectives? What effort is required to have deliver a positive impact on our IT objectives? What are the fundamental components of a Program? Would our organization benefit from developing and executing a Program?

31 IBM s Commodit, Utilit, Partner, Enabler (CUPE) framework illustrates various relationship models between IT and the business High Provider Relationship Model Enabler Provider researches, recommends and implements technolog to enable quantum leap in business capabilit Partner Provider works with others to develop a service and provide resources/skills necessar to support the service Utilit Provider of a qualit service at a cost equal to or lower than the competition Benefit IT as a driver of Value Commodit Provider of an adequate service at a cost lower than the competition Cost IT as a driver of Cost reduction High

32 The Purpose of the IT / Customer Relationship Profile ƒ ƒ ƒ The profile surve indicates the overall attitude towards the IT function within an organization. It is meant to illustrate general characteristics of IT within a compan. No profile is Right or Wrong it is simpl a view of how IT is perceived within the organization. The profile provides a useful view of How Much is enough to return a positive impact on IT Objectives. For example: ƒ ƒ A Commodit profile IT provider is unlikel 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 likel to consider leading edge technologies

33 Please Turn to Tab 6 and complete the 10 Questions with each answer that best describes our current situation. Once complete, add our selections up for a total score.

34 The level of required to deliver against business objectives is associated to the role IT is providing to the business High Provider Relationship Model Enabler Partner Provider researches, recommends and implements technolog to enable quantum leap in business capabilit Provider works with others to develop a service and provide resources/skills necessar to support the service Enabler Partner Utilit Commodit Utilit Provider of a qualit service at a cost equal to or lower than the competition Benefit IT as a driver of Value Commodit Provider of an adequate service at a cost lower than the competition Cost IT as a driver of Cost reduction High

35 Refer to Tab 3

36 Session Discussion Topics What are the ke components of? What is our organization s current level of capabilities? What roles can IT perform for a business? What role is our organization currentl performing? What are our organization s ke IT Objectives for 2009/10? Do our objectives align with the role the business requires IT to perform? How do capabilities effect the abilit to achieve IT Objectives? What effort is required to have deliver a positive impact on our IT objectives? What are the fundamental components of a Program? Would our organization benefit from developing and executing a Program?

37 Please Turn to Tab 6 and Identif 4-5 IT Objectives which best align with our organization s focus for 2009/10

38 Alignment of objectives to CUPE profile Improve efficienc of IT processes to reduce IT costs C Increase the IT end-user satisfaction, and measure it with agreed SLAs and customer satisfaction surves P Simplif IT infrastructure to reduce cost Reduce IT hardware and software acquisition, support and maintenance costs Improved IT infrastructure utilization Implement out-sourcing to reduce IT costs Enhance IT resilienc and securit C C C C U Expand use of IT inside the enterprise to improve business effectiveness and speed of action Improve how information is collected, integrated, accessed, and used across the business Increase productivit through elimination of redundancies between business and IT processes and services P P P Increase access to IT skills not available inhouse U Increase IT flexibilit to meet changing business requirements more dnamicall P Improve qualit of IT Help Desk services U Measure IT value to the business P Faster development and deploment of IT solutions Improved IT service reliabilit, availabilit or continuit (Operating in the production environment with fewer failures) Improve speed of response to customer service requests Deliver of IT services in accordance with IT service levels U U U U Ensure regulator compliance of business activities Improved alignment of IT services with business objectives Enhance IT through leading edge technologies Develop new business services utilizing innovative IT solutions Support new, emerging markets using IT as a ke component of the customer service or product P P E E E

39 Refer to Tab-4

40 Session Discussion Topics What are the ke components of? What is our organization s current level of capabilities? What roles can IT perform for a business? What role is our organization currentl performing? What are our organization s ke IT Objectives for 2009/10? Do our objectives align with the role the business requires IT to perform? How do capabilities effect the abilit to achieve IT Objectives? What effort is required to have deliver a positive impact on our IT objectives? What are the fundamental components of a Program? Would our organization benefit from developing and executing a Program?

41 The level of capabilit required varies b the role of IT in the business ƒ If IT is not delivering a level of capabilities required it will have a negative impact on attaining IT and business objectives ƒ When providing the appropriate level of capabilities, the management of IT can directl contribute to the results of the business ƒ Depending on the role of IT in the business there can become a point where investing in extensive levels of capabilities can reach a point of diminishing returns

42 For a Commodit Role moving from Discrete IT Silos to a level of positive impact can be achieved in a period as short as 3-9 months Commodit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Request Provisioning Capabilit level is having a negative impact on achieving IT / Business Objectives Capabilit level is having a positive impact on achieving IT / Business Objectives Capabilit level has reached a point of diminishing returns in achieving IT / Business Objectives

43 The same period of time applies to a Utilit Role, although the levels of capabilit that can increase the positive return are greater Utilit Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Request Provisioning Capabilit level is having a negative impact on achieving IT / Business Objectives Capabilit level is having a positive impact on achieving IT / Business Objectives Capabilit level has reached a point of diminishing returns in achieving IT / Business Objectives

44 For a Partner Role greater levels of capabilit are required to provide a positive return on objectives and would require 6-18 months to achieve depending on the current capabilit level Partner Monitoring Discrete IT Silos Partiall & Business Dnamic Collaboration Qualit Asset Request Provisioning Capabilit level is having a negative impact on achieving IT / Business Objectives Capabilit level is having a positive impact on achieving IT / Business Objectives Capabilit level has reached a point of diminishing returns in achieving IT / Business Objectives

45 For an Enabler Role the capabilit levels required are extensive Enabler Discrete IT Silos Partiall & Business Dnamic Collaboration Monitoring Qualit Asset Request Provisioning Capabilit level is having a negative impact on achieving IT / Business Objectives Capabilit level is having a positive impact on achieving IT / Business Objectives Capabilit level has reached a point of diminishing returns in achieving IT / Business Objectives

46 Please Turn to Tab 6 Summar Page

47 Refer to Tab 5

48 Session Discussion Topics What are the ke components of? What is our organization s current level of capabilities? What roles can IT perform for a business? What role is our organization currentl performing? What are our organization s ke IT Objectives for 2009/10? Do our objectives align with the role the business requires IT to perform? How do capabilities effect the abilit to achieve IT Objectives? What effort is required to have deliver a positive impact on our IT objectives? What are the fundamental components of a Program? Would our organization benefit from developing and executing a Program?

49 IBM uses a collaborative approach to better understand objectives s and develop a architecture, implementation roadmaps and Program 1. Understand Strateg and Plans 2. Understand Current Capabilities 3. Develop Vision Provider Relationship Model Enabler Partner Utilit Commodit Provisioning Request Monitoring Qualit Asset Understand IT and Business Objectives Evaluate Current State to Identif Capabilit Gaps and Improvements Define Capabilities required to have achieve objectives 4. Identif Solution Architecture 5. Define Implementation Roadmap 6. Develop Business Case Event Detecting & Alerting Asset Monitoring Event Business Provisioning Request IT Portfolio Asset Configuration Change Release & Deploment Catalog Discover Incident Problem Resource Level Securit Knowledge Reporting & Dashboards Capacit Financial Request Fulfillment Qualit Continuit Availabilit Performance Securit Execution & Choreograph Establish the conceptual architectural framework Prioritize and Sequence Design and Implementation Initiatives Justif Initiatives and Develop Business Case

50 In the last 5 ears, IBM has invested over $50 billion to advance Investment in our People ƒ management excellence programs to improve understanding and skills ƒ More than 38,000 customers in 170 countries ƒ Training and education of over 7,000 practitioners Investment in Technolog ƒ $29Billion, 5-ear research and development investment ƒ $20Billion in acquisitions of over 60 companies ƒ 15 consecutive ears of patent leadership Investment in Best Practices ƒ Development, Contribution or Support for best practices and standards ITIL, COBIT, VAL-IT, etom ƒ Establish robust portfolio shared, collaborativel developed, service management IC assets ƒ Drive service science into the public sector and academia improve professional qualifications for service management ƒ Publish more intellectual capital & open standards

51 Hindi Hebrew Arabic Russian Simplified Chinese 7KDQN<RX English Gracias Spanish Obrigado Brazilian Portuguese Grazie Italian Korean 'DQNH German Merci French Tamil Japanese Traditional Chinese Thai

52 Refer to Tab 6

53 Complete this Summar with our Data Partiall Discrete IT Integrated Dnamic Integrated Silos IT & Business Collaboration IT Monitoring Qualit Mgmt Asset Mgmt Request Mgmt Enabler Partner Utilit Commodit Commodit Monitoring Qualit Asset Request Provisioning Utilit Monitoring Discrete IT Silos Discrete IT Silos Partiall Partiall & Business & Business Dnamic Collaboration Dnamic Collaboration Provision Mgmt Commodit CUPE Score Utilit Qualit Asset Request Provisioning Improve efficienc of IT processes to reduce IT costs C Increase the IT end-user satisfaction, and measure it with agreed SLAs and customer satisfaction surves P Partner Discrete IT Silos Partiall & Business Dnamic Collaboration Simplif IT infrastructure to reduce cost Reduce IT hardware and software acquisition, support and maintenance costs Improved IT infrastructure utilization Implement out-sourcing to reduce IT costs Enhance IT resilienc and securit Increase access to IT skills not available inhouse Improve qualit of IT Help Desk services Faster development and deploment of IT solutions Improved IT service reliabilit, availabilit or continuit (Operating in the production environment with fewer failures) Improve speed of response to customer service requests Deliver of IT services in accordance with IT service levels C C C C U U U U U U U Expand use of IT inside the enterprise to improve business effectiveness and speed of action Improve how information is collected, integrated, accessed, and used across the business Increase productivit through elimination of redundancies between business and IT processes and services Increase IT flexibilit to meet changing business requirements more dnamicall Measure IT value to the business Ensure regulator compliance of business activities Improved alignment of IT services with business objectives Enhance IT through leading edge technologies Develop new business services utilizing innovative IT solutions Support new, emerging markets using IT as a ke component of the customer service or product P P P P P P P E E E Enabler Partner Monitoring Qualit Asset Request Provisioning Enabler Monitoring Qualit Asset Request Provisioning Discrete IT Silos Partiall & Business Dnamic Collaboration

54 Sample Summar Partiall Discrete IT Integrated Integrated Silos IT & Business IT Monitoring Qualit Mgmt Asset Mgmt Request Mgmt Dnamic Collaboration Utilit Enabler Partner Commodit Commodit Monitoring Qualit Asset Request Provisioning Utilit Monitoring Discrete IT Silos Discrete IT Silos Partiall Partiall & Business & Business Dnamic Collaboration Dnamic Collaboration Provision Mgmt Commodit CUPE Score _30_ Utilit Qualit Asset Request Provisioning Improve efficienc of IT processes to reduce IT costs Simplif IT infrastructure to reduce cost Reduce IT hardware and software acquisition, support and maintenance costs Improved IT infrastructure utilization Implement out-sourcing to reduce IT costs Enhance IT resilienc and securit Increase access to IT skills not available inhouse Improve qualit of IT Help Desk services Faster development and deploment of IT solutions Improved IT service reliabilit, availabilit or continuit (Operating in the production environment with fewer failures) Improve speed of response to customer service requests Deliver of IT services in accordance with IT service levels C C C C C U U U U U U U X Increase the IT end-user satisfaction, and measure it with agreed SLAs and customer satisfaction surves Expand use of IT inside the enterprise to improve business effectiveness and speed of action Improve how information is collected, integrated, accessed, and used across the business Increase productivit through elimination of redundancies between business and IT processes and services Increase IT flexibilit to meet changing business requirements more dnamicall Measure IT value to the business Ensure regulator compliance of business activities Improved alignment of IT services with business objectives Enhance IT through leading edge technologies Develop new business services utilizing innovative IT solutions Support new, emerging markets using IT as a ke component of the customer service or product P P P P P P P P E E E X X X Enabler Partner Partner Monitoring Qualit Asset Request Provisioning Enabler Monitoring Qualit Asset Request Provisioning Discrete IT Silos Discrete IT Silos Partiall Partiall & Business & Business Dnamic Collaboration Dnamic Collaboration