Architecture, Development, The Enterprise &

Transcription

1 Integrate Uniting the World of IT Architecture, Development, The Enterprise & You - Bringing It All Together Randy Steinberg National Specialist Leader ITIL/IT Service Management 1

2 What is the ROI of an IT solution that cannot be deployed and operated at acceptable cost and risk? 2

3 The Problem 6 out of 10 development efforts fail because of operational/deployment issues 99.9% of IT organizations state that most incidents occur when we are deploying new solutions It takes too long to get solutions into production Level of frustration between the business and IT is at an all time high 3

4 IT Solutions 3 Legs Of The Stool Architecture Development ITIL/IT Service Management Which one would you pull away? 4

5 So What Happens If You Pull Any Of Them Away? Leave This Out. Architecture Development Operations You Get This Unstructured expensive solutions Missing components One-Time Throwaway Solutions Value not delivered to the business Users can t achieve their outcomes Value not delivered to the business Chaotic deployments Expensive to operate Lots of downtime Structure (brings it all together) Utility (does what it was built for) Warranty (there when needed) Result: Solutions that cannot be deployed or that operate at high levels of cost and risk Business Value (Happy Customers) 5

6 The Developer's View Of Operations Here You Go! Great! IT Architects, Developers and Operations: We re getting along just fine Architecture As Viewed By Development and Operations Operations View Of The Developer Neither Of My Service Levels! Out Of My Way! You Truly Understand IT! 6

7 IT Solutions Development Point Of View What they say about themselves We are king we own the CIO relationship We are closest to the business and know what s best for them No functionality = No solution What they say about Architecture Important to us for Data and Applications Could care less about rest of enterprise they should be using what we develop Gets in the way and stifles our creativity What they say about Operations We ll talk to them when we re ready to go live (usually 1-2 weeks before cutover) We ve already built solutions for important things like backup, job scheduling and monitoring These guys present nothing but budget surprises They ll get it done they always do 7

8 IT Solutions Operations Point Of View What they say about themselves We re always dumped on at the last minute We are closest to how things work and know what s best for everyone We re the ones that make it all work What they say about Architecture Why bother? Just put the tools in What the hell is an architecture anyway? Best job in IT all theory and don t have to produce anything. What they say about Development They want to install what??? Why weren t we told about this earlier? These guys have no clue how to make things really work There s no budget for this 8

9 IT Solutions Architecture Point Of View What they say about themselves No one in IT appreciates what we do Most in IT don t understand important concepts like layering, abstraction, normalization What they say about Development Developers don t listen to us They think we re just a tick mark on the QA checklist Reuse is not in their vocabulary What they say about Operations Never heard of us These guys are so tactical we can t relate 9

10 So How Should These All Work Together? Solution Leg Definition Characteristics Architecture The structure or structures of a system solution which comprise software, hardware, data, function and organizational components and the relationships between them Provides the frame for how everything fits together ahead of time Maximizes reuse of solutions to develop them faster and cheaper Identifies what needs to be put into place Structure (brings it all together) Development The act of working to produce/create IT solutions and services to meet specific needs of a specific client/business, or a perceived need of some set of potential users (commercial and open source software) Typically focuses on meeting FUNCTIONAL requirements Develops and integrates software and other IT components to meet the needs of a specific solution Utility (does what it was built for) Operations Superset of all processes and services that are both provisioned by an IT staff to their internal or external clients Has a role to play in ensuring NON-FUNCTIONAL requirements are adequately addressed Can use ITIL/IT Service Management lifecycle and processes as key tools to ensure IT solutions will provide value Warranty a (there when needed) 10

11 The Development Lifecycle Breaks In The Food Chain Typical Developer/Architect Concerns... The job is done when the system is built Architect Design Install Test Convert The job ain't done 'till we can run this thing safely...typical Things They Wish To Avoid Until Later Rollout Operate Support Monitor 11

12 Checklist - Some Common Pitfalls That Cause Failure Lack Of A Proper Rollout/Distribution Strategy Failure To Realize Current Management Tools Are Platforms Not Solutions No Consideration Of Deploy And Operate Costs In Application Budget Operational Management Focus Is On Platforms Versus End Services Development Groups Implementing Operational Technologies To Be Employed Testing Done On Different Configurations/Platforms Than Production Dependence On Latest Vendor Version Of Product For Success Under-Estimating Capacity Needed To Handle Business Volumes 12

13 Another Checklist- Typical Things Application Developers/Architects Sometimes Forget Scaleability And Capacity Message Events - Not enough or too many needless ones Volumes/Capacity Drivers Performance Manual Tasks Scheduling Timeframes/Windows Who Builds The Scheduling Scripts? Printing And Print Distribution Requirements Backup Requirements Availability Concerns (What if component x goes down? Mirroring?) Disaster/Recovery Security Management/Configuration Maintenance Tasks Server Startup/Shutdown Dependencies Physical Data Center Needs (Space, Electrical, Cooling, Fire/Security) Testing Requirements/Configuration Needs 24x7 Availability Is A Lot Of 99.9%'s Multiplied Together Maintenance Supplies Requirements And Inventories 13

14 Suggested Areas Of Focus Architecture t Development IT Service Management Ensure reuse Ensure standards Provide structure Ensure integration with rest of enterprise Review solutions in design and transition Support development and operational practices Provide Service Requirements Include Infrastructure Development As Part Of The Overall Solution Recognize Design Impacts May Occur Related To Operations Provide Operations With Overall Application Architecture And Functional Information Along With Key Deadlines/Timeframes Focus On Deployment And Required Day-To- Day Operational Support Focus On Needed Services And Service Requirements Get Involved At Design Time Identify Impacts To Proposed Design That Are Operational Related Provide Input To Overall Development Timeframe Estimates 14

15 A Suggested Service Development Model Strategy Design Transition Operation Continual Service Improvement Determine Service Scope, Services, Service Metrics, Service Level, Requirements, sourcing and delivery strategy Design the Service organization, process, technologies and reporting infrastructure Build and test the Service and validate that IT and business requirements can be met Execute Service activities day-to-day to support the IT and business solution Review Service output metrics and proactively identify opportunities for improvement Processes Technologies Organizational Roles and Responsibilities Architecture Application Development Project Management 15

16 A Strong Recommendation For Production Certification Plan Project Startup Client Verify Functional Design Technical Design Build & Unit Test Test Stress Test User Acceptance Test Ops Verify Production Acceptance PAC & ADM PAC Gate Gate Focus PAC & ADM PAC Gate Gate Focus Phase Phase Buy/Build & Unit Test Test Performance Test Operational Review Technical Review II Test Review Performance Test Deployment, operations Impact of changes since technical review Operability, integration, regression and performance review. Performance under planned or expected loads. Stress Test Implementation PAC Gate Post Implementation User Acceptance Stress Test Production Acceptance Volume Testing Breaking point Production acceptance, ability to operate, performance, completeness lt Gate Focus Process improvement Handover from 3 rd Party External security protection (eg hacker prevention) Nothing gets into production until certified Security Review Certification Board includes representatives from architecture, development, operations, management, users Solutions must pass gates to be certified 16

17 Integrated Strategy Approach - Examples Strategy Design Transition Operation Continual Service Improvement Development Considerations Architecture Considerations ITSM Considerations Solution Model Business Volumes Specialized dsupport Needs Implementation Timeframes High Level Functional Requirements Development Organization Working Standards Sourcing Partners Solution Architecture Overall Enterprise Fit Standards d To Be Used Frameworks To Be Used Opportunities For Reuse High Level Service Requirements (SLAs) - Performance - Availability - Problem Support Support Capabilities Fit Hosting Partners Delivery Strategy Timeframes Costs: - One Time - Ongoing 17

18 Production Certification - Putting Operational Support In Place Strategy Design Transition Operation Continual Service Improvement Deliverab bles Support Strategy High Level Solution Architecture Service Requirements Service Demand Forecasts/Estimates Cost Estimates Process Assessment Technology Assessment Organizational Assessment Training Strategy Working Standards Sourcing Partners Strategic Tooling Architecture High Level Deployment Strategy High Level Project Plans 18

19 Integrated Design Approach - Examples Strategy Design Transition Operation Continual Service Improvement Development Considerations Architecture Considerations ITSM Considerations Application Designs Software Package Customizations Testing Requirements Component Configurations Procurement Requirements Operational Detailed Requirements (i.e.): - Required dalerts - Backup Requirements - Solution Configurations Data Architecture Functional Architecture Technical larchitecture t (i.e.) - Application - Middleware/Messaging -Network - Transaction - Database Operational Architecture Data Models/Data Design Availability Designs Capacity Designs Service Continuity it Designs Security Designs Deployment Designs/Strategy Process Designs Support Roles/Responsibilities Operational Control Tasks Facilities Designs Monitoring Designs Procurement Requirements 19

20 Production Certification - Putting Operational Support In Place Strategy Design Transition Operation Continual Service Improvement Deliv verables Technical Architectures Data Architectures Service Descriptions/Catalogs Designed Processes Designed Operational Procedures Designed Tooling Infrastructure Designed Roles/Responsibilities Designed Measurements/Reports Designed Monitoring SLA/OLA Agreements Availability Designs Capacity Estimates Security Designs Physical Facility Designs Service Continuity Designs Supplier Integration Component Configurations Testing Requirements Detailed Transition Plans Detailed Training Plans 20

21 Integrated Transition Approach - Examples Strategy Design Transition Operation Continual Service Improvement Development Considerations Architecture Considerations ITSM Considerations Application Coding Package Implementation Migration/Code Libraries i Rollout Schedules/Volumes Maintenance Needs Testing and Validation User Acceptance Support Call Lists Early Life Support Validated Architecture Ensured Integration With Rest Of Enterprise Updated Architecture Documentation Migrations/Releases Configurations Operational ltesting Site Surveys/Preparation User/Support Training Process Implementation Operational Integration: - Service Desk - Technical lsupport - Operation Control - Facilities Management - Application Management 21

22 Production Certification - Putting Operational Support In Place Strategy Design Transition Operation Continual Service Improvement Deliv verables Detailed Transition Plans Operational Scripts Job Schedules Run Books Solution Documentation Configured Security Configured Components Operational ltest Results Trained Users Trained Support Staff Solution Known Errors Installed Monitoring Agents Installed Processes Assigned Support Staff Installed Management Tools Site Surveys Facility Build Outs Installed Releases Early Life Support Installed Applications User Acceptance Results Post Implementation Reviews 22

23 Integrated Operation Approach - Examples Strategy Design Transition Operation Continual Service Improvement Development Considerations Architecture Considerations ITSM Considerations None at this point Application Management takes over for ongoing g application maintenance and support None. Delivering Services Ongoing Support Monitoring/Event i t Management Maintenance - Applications - IT Infrastructure Execution of planned operational control tasks Incident,/Problem Management Request Fulfillment Access Management 23

24 Production Certification - Putting Operational Support In Place Strategy Design Transition Operation Continual Service Improvement Deliv verables Incident Logs Problem Logs Operational Results Fulfilled Requests Escalated Alerts Shift Turnover Reports Escalated Operational Issues Delivered Services Executed Operational Controls Workforce Management Service Issues Log 24

25 Integrated Continual Service Improvement Approach - Examples Strategy Design Transition Operation Continual Service Improvement Development Considerations Architecture Considerations ITSM Considerations None At This Point Application Management Takes Over For Ongoing g Application Improvement Review Of Service And Operational Results To Identify Further Architecture Improvement Opportunities Maintain Architecture While Improvements Are Being Made Collecting Service Measurements Service Quality Reporting Review Of Service And Operational Results To Identify Further Opportunities For Improvements 25

26 Production Certification - Putting Operational Support In Place Strategy Design Transition Operation Continual Service Improvement eliverable D s Service Measurements Process Measurements Technology Measurements Service Quality Reports Service Dashboards Service Improvement Recommendations Service Improvement Plans Service Reviews 26

27 Example Service Catalog Of Back-End IT Services Needed To Support Almost Any Development Solution IT Service Strategy Support Enterprise Architecture Mgt and Research IT Financial Mgt IT Project Mgt Change Control Configuration and Asset Mgt Service Strategy and Control Management Lease and License Mgt Service Audit and Reporting Process Mgt Risk Mgt and Audit Support Security Infrastructure Design Audit and Infrastructure Security Management Security Monitoring & Alerting Cyber Security Support Extranet Support Intranet Support Trusted Computer Control Support Intrusion and Vulnerability Testing Support Physical Security Mgt Support Access and Identity Mgt Support Secure Remote Access Content Filtering Support Service Resource Management Service Operations Management Service Transition Management Service Design Management Server Mgt Database Mgt Application Mgt Network Mgt Storage Mgt Print Mgt Fax Mgt Website Support Physical Facilities Mgt Telephony Mgt PC Device Mgt Specialized Device Mgt Middleware Mgt Asset Mgt IT Workforce Mgt Service Desk Service Monitoring Incident Response Problem Control Request Fulfillment Backup/Restore Mgt Job Schedule Mgt Clock Mgt Startup/Shutdown Mgt File Transfer and Control Mgt Archive Mgt Data Entry Support Report Distribution Release Planning and Packaging Service Deployment and Decommission Site Preparation Support Service Validation and Testing Support Training Support Organizational Change Support Knowledge Management Test Lab Management Service Level Mgt Supplier Mgt Operational Planning and Consulting Solution Planning and Development Development Support Operations Capacity Mgt Availability Mgt IT Service Continuity Mgt Process Design Support 27

28 Examine Each Operational Service During Design Stage And Determine How It Will Be Used To Support The Application Solution Operations Impact Reuse Work To Do Spend Money Outsource It Complexity Design Decision Leverage Existing Support Services Enhance Existing Support Services Purchase New Tools And Support Solutions Provide Support Services Via An Outside Vendor Support Service Cannot Be Addressed By Any Vendor or Tooling Solution Design Impact Almost None - But Must Ensure May Have To Build Varies - Varies - But May May Require Design, Standards Are Additional Scripts, Being Adhered To Log Files And Event Handlers To Better Leverage Existing Infrastructure Depending On Service Solution Scope Need To Provide Input For Service Requirements Build And Development Efforts To Provide Needed Services Developer and Architecture Impact...Integrate t These Plans With The Overall Development Work Plan 28

29 One Example Of Working Together Measuring End-To-End Response Time Architecture Strategy Develop/Architect Impact Operations Impact Invasive Utilize API calls to management products and tools Stringent change management must be in place as changes in support products could result in application errors Must ensure that there will not be any negative performance impacts Semi-Invasive None Employ monitoring agents and filters Non-Invasive Create log files or other external entities that can be tested and viewed independently of the application Develop "heartbeat" transactions that execute independently of the application Must develop appropriate event adapters, filters and scheduled events to read log file information 29

30 Solution Support Support Organizational Model Options Approach A Approach B Approach C Approach D Approach E Decentralized Centralized Corporate Direction Centralized Control with Local Variation Collaborative Each business unit Corporate unit dictates Overall Corporate Corporate direction and Overall Corporate operates its own ITIL solutions with no overall control entire program to be followed by all other business units centralized processes but business units can vary locally Management but individual business units operate own ITIL solutions Management but process ownership and liaison is matrixed across business units that own team members + High variation i + Tight control and oversight + Corporate sets + Corporate dictates the + Focuses on strong + Each BU Can adapt over the operation given top standards overall processes collaboration with quickly down direction setting business units + Will require collaboration across Bus if needed + Speeds decision making process + Clear accountability + Each BU implements in their own way + Bus can vary these for local needs + Stronger liaison role to ensure needs are met No overall control Fastest adoption method Each BU ITIL approach is highly independent Limits decision making and inhibits service ownership Impedes service dli delivery efficiency since decisionmaking is top down Stifles innovation and entrepreneurship Corporate may have to balance competing needs Corporate only intervenes for guidance and key decision making Provides a good balance between need for overall oea control o but leaving BUs to implement what they need on their own Potential for conflicts between process and liaison aso groups goups Requires high levels of teamwork and negotiation = Solution Owner = Solution Manager = Team Member/Analyst = Liaison/Implementation Lead 30

31 ITSM Functional Architecture All Key Functions For A Large IT Center Access Mgt Capacity Modeling Event Mgt IT Continuity Planning Process Modeling (BPM) ACD Change Mgt HR Mgt Job Scheduling Procurement Asset Mgt CAD Identity Mgt Labor/Time Reporting Project Mgt Auto-Discovery Configuration Mgt Incident Mgt Media Mgt Prototyping Backup/Restore Console Mgt IVR Network Mgt Reader Board Billing CRM Intrusion Detection Performance Monitoring Release and Packaging Building Mgt Database Mgt Inventory Mgt Portfolio Mgt Remote Support Capacity Mgt Documentation Mgt IT Financial Mgt Problem Mgt Report Generator Request Fulfillment Security Mgt Security Testing Service Catalog Storage Mgt Service Knowledge Mgt Service Level Mgt Software Configuration Software Distribution Staffing Forecast Surveillance Integrated Directory Mgt Test Data Generator Test Mgt UPS 31

32 ITSM Data Architecture All Key Databases For A Large IT Center Asset DB Configuration DB Financial DB Test DB DB Procurement DB Architecture DB CRM DB HR DB Known Error DB Service Catalog Drawings and Layouts Definitive Media Library Incident DB Operations DB Service DB Availability DB Facility DB IT Service Continuity DB Policy DB Project DB Capacity DB Event DB Request DB Problem DB Security DB Change DB Training DB Knowledge DB Service Portfolio DB Directory Call Mgt DB OLA DB Release DB Supplier DB 32

33 Assessing ITSM Tools Using Architecture To Create A Tools Heat Map Heat map can provide at-a-glance view of the entire ITSM tooling situation Functions Functions VENDOR - PRODUCTS Service Desk IM PM CM RM Config SLM AM Cap ITSCM FM 3Com TippingPoint AIR - Application Info. Repository Alcatel Newbridge Mainstreet newbridge channel banks Altiris ArcSite ( event correlation for IP Security ) ASG - TMON Badger BigBrother BMC - ControlM (mainframe) BMC - Enterprise Manager (EM) (distributed) BMC Patrol CA Concord = No Value = Some Value = Value Columns with no colors may indicate missing gaps in the toolsets Columns with lots of colors may indicate too many tools performing same function 33

34 Architecture, Development and ITSM Recap A solution that cannot be deployed/operated at acceptable cost and risk is a failure and a tremendous waste of money Architecture + Development + ITSM = True Solution Business Value Production Certification is a strong path to ensuring solutions are truly operable and ready for production use Production Certification activities should start during solution strategy and run parallel with development activities throughout their lifecycle The ITIL Service Lifecycle should be leveraged across architecture, development and operations phases of a solution project 34

35 Questions and Open Discussion 35

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