2008_Pugh-Kirch-Allstate-FINAL
- 1. Good Practice Frameworks: Kissing Cousins or Family Feud Cathy A. Kirch & Kevin Pugh Certified ITIL Practitioners & Service Managers Allstate Insurance Corporation
- 2. Allstate Technology & Operations Goal “Improve the availability, performance, reliability, and security of IT services through the company-wide adoption of ITIL”
- 3. Agenda • Allstate at a Glance • Frameworks – PMBOK, Six Sigma, CMMi Dev, CobiT, ITIL - what are they? • Bringing the frameworks together – Family Reunion • Benefits & Cautions – Kissing Cousins or Family Feud?
- 4. Allstate at a glance • The Allstate Corporation is the nation’s largest publicly held personal lines insurer. • A fortune 100 company with $156.4 billion in assets. • Allstate sells 13 major lines of insurance, including auto, property, life and commercial. Allstate also offers retirement and investment products and banking services. • Allstate is widely known through the “You’re In Good Hands With Allstate®” slogan. • The Allstate Corporation encompasses more than 70,000 professionals with technology operations located around the globe. • More than 17 million customers in the U.S. and Canada. • Allstate’s strategic vision is to reinvent protection and retirement for the consumer.
- 5. Allstate at a glance – The Technology Environment • Multiple operating systems • Multiple technology platforms • Multiple database systems • 6,000+ IT professionals • 5,000+ software applications • 100,000+ desktop computers supported • High-Speed Networking • Integration Architecture • J2EE and .Net • Large Scale Networks • Message Brokering • Performance Management • Rich Media Management • Service Oriented Architecture • Unix, Windows and Mainframe platforms • Web Content Management • Web Services • Advanced Analytics • Business Process Management • Capacity Planning • Data Warehousing • Document Imaging • Enterprise Content Management • Enterprise Databases • Enterprise Information Integration • ETL (Extract, Transform, Load) Tools • Financial Applications • High-Availability and Disaster Recovery Applications and Services
- 6. Frameworks –What are they? Service Strategy •Service Strategy •Service Portfolio Mgmt •Financial Mgmt •Demand Mgmt Service Operation •Event Mgmt •Incident Mgmt •Request Fulfillment •Problem Mgmt •Access Mgmt Service Design •Service Catalog Mgmt •Service Level Mgmt •Supplier Mgmt •Capacity Mgmt •Availability Mgmt •IT Service Continuity Mgmt •Information Security Mgmt Service Transition •Transition Planning & Support •Change Mgmt •Service Asset •Service Configuration Mgmt •Release & Deployment Mgmt •Service Validation •Evaluation •Knowledge Mgmt Continual Service Improvement •Seven Step Improvement ITIL/ITS M PMBOK SIX SIGMA CMMI Dev CobiT
- 7. Project Management Body of Knowledge (PMBOK) • Purpose – The primary purpose of the Project Management Body of Knowledge (PMBOK) guide is to identify that subject of the PMBOK that is generally recognized as good practice. • History - In 1991 the draft PMBOK became an ANSI standard. The first edition was published in 1994, then revised in 1996. PMBOK 2000 was released in 1999 and the most recent version, PMBOK Third Edition, was published in 2004. • Scope – Covers the management areas of integration, scope, time, cost, quality, resource, communication, risk, and procurement.
- 9. Six Sigma • Purpose - Six Sigma is a business-driven, multi-faceted approach to process improvement, reducing costs, and increasing profits. With a fundamental principle to improve customer satisfaction by reducing defects, its ultimate performance target is virtually defect-free processes and products. • History - Six Sigma originated at Motorola in the early 1980s in response to a CEO-driven challenge to achieve a tenfold reduction in product-failure levels in five years. Meeting this challenge required swift and accurate root-cause analysis and correction. In the mid-1990s, Motorola divulged the details of their quality improvement framework. • Scope – Any process or service in any industry.
- 10. Six Sigma – Improvement Model
- 11. CMMi for Development • Purpose – The purpose of CMMI for Development is to help organizations improve their development and maintenance processes for both products and services. • History – In the late 1980s and early 1990s the Software Engineering Institute at Carnegie Mellon University developed the Capability Maturity Model (CMM), which captured organizational best practices for software development. CMMI Dev evolved from these early beginnings and has matured from 2000-2006. • Scope – Consists of best practices that address development and maintenance activities that cover the product lifecycle from conception through delivery and maintenance. Key processes areas cover: project management, support, process management, and engineering.
- 12. CMMI Dev - Process Areas
- 13. Control Objectives for Information and related Technology (CobiT) • Purpose - Internationally accepted set of guidance materials for IT governance presented in a manageable and logical structure. • History - Initially published in 1996 CobiT has evolved now to CobiT 4.1, which emphasizes regulatory Compliance and IT Value. CobiT’s good practices represent the consensus of experts. • Scope - Covers all assets, IT resources including applications, information, infrastructure, and people.
- 14. CobiT Domains & Processes PO1 Define a strategic IT Plan PO2 Define the information architecture PO3 Determine the technological direction PO4 Define the IT organisation and relationships PO5 Manage the IT investment PO6 Communicate management aims and direction PO7 Manage IT human resources PO8 Manage quality PO9 Assess and manage IT risks PO10 Manage Projects PLAN AND ORGANIZE PLAN AND ORGANIZE ACQUIRE AND IMPLEMENT ACQUIRE AND IMPLEMENT DELIVER AND SUPPORT DELIVER AND SUPPORT AI1 Identify automated solutions AI2 Acquire and mantain application software AI3 Acquire and maintain technology infrastructure AI4 Enable operation and use AI5 Procure IT resources AI6 Manage changes AI7 Install and accredit solutions and changes DS1 Define and manage service levels DS2 Manage thierd-party services DS3 Manage peformance and capacity DS4 Ensure continuous service DS5 Ensure systems security DS6 Identify and allocate costs DS7 Educate and train users DS8 Manage service desk and incidents DS9 Manage the configuration DS10 Manage problems DS11 Manage data DS12 Manage the physical environment DS13 Manage operations MONITOR and EVALUATE MONITOR and EVALUATE ME1 Monitor and evaluate IT performance ME2 Monitor and evaluate internal control ME3 Ensure compliance wiht external requirements ME4 Provide IT governance IT RESOURCES IT RESOURCES •Applications •Information •Infrastructure •People •Effectiveness •Effficiency •Confidientiality •Integrity •Availability •Compliance •Reliability Information Criteria Information Criteria Business & Governance ObjectivesBusiness & Governance Objectives
- 15. Information Technology Infrastructure Library (ITIL) • Purpose - The Information Technology Infrastructure Library (ITIL) is a set of concepts and techniques for managing information technology (IT) infrastructure, development, and operations. • History – ITIL originated in the 80s as a project sponsored by the UK Government, OGC. In the 90s, library complete and became the de-facto best practices in IT Service Management, 2007 the Service Lifecycle was introduced with ITIL V3. • Scope - It’s all about the processes needed to effectively balance the cost vs. quality for delivery of services for IT Service Management.
- 16. ITIL – Lifecycle and Processes Service Strategy -Service Portfolio Management -Financial Management -Demand Management Service Design -Service Level Management -Service Catalog Management -Supplier Management -Capacity Management -Availability Management -IT Service Continuity Management -Information Security Management Service Transition -Transition Planning & Support -Change Management -Service Asset Management and Configuration Management (SACM) -Release & Deployment Management -Service Validation -Evaluation -Knowledge Management Service Operation -Event Management -Incident Management -Request Fulfillment -Problem Management -Access Management Continual Service Improvement -Business case ROI -Identify the overall health of IT Service Management Portfolio alignment with business needs -How to measure, interpret and execute results -Service Level -Service Improvement Plan -Service Reporting -Service Measurement -Seven Step Improvement
- 17. Bringing the frameworks together A family reunion… Service Strategy •Service Strategy •Service Portfolio Mgmt •Financial Mgmt •Demand Mgmt Service Operation •Event Mgmt •Incident Mgmt •Request Fulfillment •Problem Mgmt •Access Mgmt Service Design •Service Catalog Mgmt •Service Level Mgmt •Supplier Mgmt •Capacity Mgmt •Availability Mgmt •IT Service Continuity Mgmt •Information Security Mgmt Service Transition •Transition Planning & Support •Change Mgmt •Service Asset •Service Configuration Mgmt •Release & Deployment Mgmt •Service Validation •Evaluation •Knowledge Mgmt Continual Service Improvement •Seven Step Improvement ITIL/ITS M PMBOK SIX SIGMA CMMI CobiT
- 18. Bringing the frameworks together A family reunion… Building Blocks PMBOK Six Sigma ITIL CobiT CMMi
- 19. Business Rules • Process Flows / Mapping • Identify control points • Roles & Responsibilities • Policies – Scope, Authority • Operational Procedures • Education & Training • Communications & Marketing Corrective Action • Communications • Roles & Responsibilities • Education &Training • Policies & Procedures • Performance Management • Process Design Governance Types • Strategy • Investment • Project • Process • Technology • Operations • Human Resources • Suppliers Governance Documents Documents & Records ContinualImprovement Governance are the policies, procedures and regulations under which IT operates. It is the mechanisms, put in place to ensure adherence and compliance with those policies and regulations. With the appropriate corrective actions to mitigate non compliance Operational Execution PLANPLAN DODO Adherence & Compliance • Metrics, Reporting • Technology (Tools, Automation, Data) • Self Assessment • Independent Assessment Records CHECKCHECK ACTACT Bringing the frameworks together A family reunion… PLAN ACT Check DO
- 20. Optimizing 5 Initial 1 Managed 4 Defined 3 Repeatable 2 Adopting a Maturity Approach
- 21. Kissing Cousins or Family Feud? • Benefits – Targeted goals and objectives for each framework exist – Complementary not competing – Don’t reinvent definitions or processes, leverage what is already defined and accepted • Cautions – Know when to use them – Know when to loose them – Know why you use them – Drive solutions for business needs – Keep your experts talking to each other
- 22. Additional reference • Project Management Institute. (2004). A Guide to the Project Management Body of Knowledge (3rd ed). Newtown Square, Pennsylvania. • Pyzdek, Thomas. (2003). The Six Sigma Handbook. New York: McGraw-Hill. • Carnegie Mellon University, Software Engineering Institute. (2006). CMMI® for Development, Version 1.2. Pittsburg, Pennsylvania. http://www.sei.cmu.edu/cmmi/index.html • Office of Government Commerce. (2007). ITIL Service Strategy, Service Design, Service Transition, Service Operations, and Continual Service Improvement. London, England: The Stationary Office (TSO). • IT Governance Institute. (2008). CobiT 4.1. Rolling Meadows, Illinois, USA.
- 23. Good Practice Frameworks: Kissing Cousins or Family Feud Cathy A. Kirch & Kevin Pugh Certified ITIL Practitioners & Service Managers Allstate Insurance Corporation
Editor's Notes
- #12: There are 22 process areas, presented here in alphabetical order by acronym: •Causal Analysis and Resolution (CAR) •Configuration Management (CM) •Decision Analysis and Resolution (DAR) •Integrated Project Management +IPPD (IPM+IPPD) •Measurement and Analysis (MA) •Organizational Innovation and Deployment (OID) •Organizational Process Definition +IPPD (OPD+IPPD)6 •Organizational Process Focus (OPF) •Organizational Process Performance (OPP) •Organizational Training (OT) •Product Integration (PI) •Project Monitoring and Control (PMC) •Project Planning (PP) •Process and Product Quality Assurance (PPQA) •Quantitative Project Management (QPM) •Requirements Development (RD) •Requirements Management (REQM) •Risk Management (RSKM) •Supplier Agreement Management (SAM) •Technical Solution (TS) •Validation (VAL) •Verification (VER)
- #17: ITIL V3 introduced a new control perspective: The service lifecycle