Integrating an ITILv3 Service Management Architecture into Business Architectures

Transcription

1 Integrating an ITILv3 Service Management Architecture into Business Architectures Key Challenges experienced and Lessons Learned Trevor Lea-Cox, Introducing Service Management 2, 2012,

2 ITIL and ISO20000 ITILv3: Best practices for managing the Service Lifecycle 26 Process Areas (minor disciplines) in 5 Stages (books) Service Management Standard: Current version: ISO/IEC :2011 Focus is on the Service Management System 3, 2012 The Architecture Products KLC Alliance Service Management (SM) Architecture based on ITILv3: Process Architecture is an enhanced version of that from IT Process Maps GbR (enhanced in content and utility) The SM Architecture is available on several platforms LCA is responsible for managing the development (new products and upgrades), distribution and support of the SM Architecture products running on IBM s Rational System Architect Includes assisting all customers worldwide to integrate their SM Architecture with their established Business Architecture For all Architecture platforms: Currently over 200 customers worldwide Mostly large SMEs, Multi-nationals and Government 4, 2012,

3 Key Issues and Problems Encountered What is a Business Architecture? The Structure of SM Architecture The diversity of Standards used in EA The impact of Legislation, Regulation and Contracts The diversity of Architecture Tools and Skills Our Response and Lessons Learned? 5, 2012 A summary of the Key Issues and Problems 6, 2012,

4 Business Architecture OMG Definition of Business Architecture: A blueprint of the Enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands Two dominant types of EA content encountered to date: Systems View focused on processes, systems and IT infrastructure (and sometimes information flow) the IT function s perspective Business or Operating Model View focused mainly on Business Unit Operations (and sometimes workflow) a more general business perspective Service Management has a foot in both camps! 7, 2012 Intangible Value and Service Structure of Service Management There are 2 types of Architecture in Service Management Architecture for the Service Management System Architecture for Services Service Management System: A System of manual and automated processes that are used to manage a Service over its lifetime, in particular its planning, development, implementation, operation and subsequent improvement Its Architecture is focused primarily on the ITILv3 Processes and the infrastructure (assets and resources) required to manage and implement them. 8, 2012,

5 Structure of Service Management cont. Service: A means of delivering value to Customers by facilitating Outcomes Customers want to achieve without the ownership of specific Costs and Risks Architecture is focused on the business artefacts required to manage and deliver the Service 9, 2012 Structure of Service Management cont. Together, the Service Management System and Services Architectures potentially map onto a large proportion of the Business and Systems architectures (views) 10, 2012,

6 Diversity of Standards used in EA Our Customers have implemented a wide variety of standards this represents a significant challenge Some of the most common: TOGAF, MODAF and DODAF (ITIL), COBIT, CMMI, SOA ISO20000, ISO27001, SAS70, ISO9000 Investors in Excellence, Investors in People etom, GxP SysML, UML, BPMN SOX, Basel 11, 2012 Legislation, Regulation and Contracts EA also affected by Legislation, Regulation and Commercial Contracts Affects not only content of EA but also how EA is managed Example: Shared Services Content: Especially Configurations required by each Partner (logical views of the assets and resources available) EA Management: Especially Shared Processes for managing (Emergency) Changes, new Releases, Service Requests, Resolution of Incidents and Problems. 12, 2012,

7 Diversity of Tools and Skills Tools used for managing the Architecture models also diverse: MS Word, Excel, PowerPoint MS Visio Lots of different BPM Tools Basic EA Advanced EA Skills: None Basic IT-based Business Analysts / Service Analyst Advanced skills (usually discipline specific) 13, 2012 Our Response and Lessons Learned 14, 2012,

8 Our Response and Lessons Learned Response required affected us in 2 areas: Modelling Standards adopted Key Disciplines adopted Modelling Standards adopted: Key LL: Adopt the lowest common denominator of Model Types that do not compromise the quality of the results you require Example: Process Modelling. We could have adopted say, a flowcharting approach Chose BPMN (Business Process Modelling Notation) because of our quality requirements 15, 2012 Core Model Types adopted Hierarchy (composition) Diagrams for Process, Product and Organisation Structure IPO (SIPOC) Diagrams BPMN Diagrams Context Diagrams (Simple) Network Relationship Diagrams Matrices including RASCI Matrices Entity Relationship Diagrams State Transition Diagrams (Supporting Documents in MS Office) 16, 2012,

9 Example: Business Process Hierarchy Diagram 17, 2012 Example: IPO Diagram 18, 2012,

10 Example: BPMN Diagram 19, 2012 Key Disciplines Adopted Since we address ITILv3, we need to adhere to ITIL best practice! In particular, we apply the following to each new release of a SM Architecture product: Asset and Configuration Management Change Management Release Management (Requirements Management) We also need to provide relevant Services to support our Products 20, 2012,

11 Key Disciplines Adopted Cont. Key Lessons Learned: Architecture is an essential part of the Configuration Management Database The structure introduced by these disciplines is worth the effort and cost many times over we cannot imagine managing our architecture products any other way now Especially important when managing multiple versions of products (models) and their supporting documentation We need to provide our architecture updates as overlays new versions of diagrams and artefacts that do not destroy the integrity of older versions. (Important for concurrent versions and regression) 21, 2012 Example: KLC Architecture Update Cycle (Baselining is a key component of successful Architecture Management) 22, 2012,

12 Drawing Conclusions! Some ideas to consider 23, 2012 Consider this An EA department within an organisation whether in IT or in general Business should provide a set of (Business) Architecture Management Services It is likely that by adopting a Service-based approach if not doing this already the department would then be able to: Align itself better with the requirements of the business Clearly focus Architecture development and maintenance effort Cut Architecture management costs Provide a powerful basis for: Improving reuse of architecture components Improving the services and the value of the services it provides 24, 2012,

13 Some ideas continued EA Service Example (cf. LinkedIn Discussion): Service to match all existing, baselined EA components to the requirements of a Project (at a specific planning stage) and then to package and supply these components in an appropriate form Some KPIs for this service: From the EA Department perspective: Time taken to respond to a service request % of components supplied:» without any change required» with minor changes required Assessed Completeness of each architecture component supplied 25, 2012 Some ideas continued Some KPIs for this service continued: From the Project Manager / Business Manager perspectives: Project time and cost saved by sharing (reusing/ copying/ upgrading) existing architecture and infrastructure components Operating cost saved and incremental revenue achieved by sharing (reusing/ copying/ upgrading) existing architecture and infrastructure components 26, 2012,

14 Discussion and Questions? Contact Details: Trevor Lea-Cox Mobile: , 2012,