Effectively Planning for an Enterprise-Scale CMDB Implementation
- 1. Case Study: Effectively Planning for an Enterprise-Scale CMDB Implementation Antonio RolleVP of Professional Services
- 2. ObjectivesReview why a CMDB is essential to and is the foundation of your BSM strategyOutline the known challenges that require planning at the outset of a CMDB initiativeDrill down into the approach and lessons learned in the initial stages of a CMDB rollout for one of the largest financial institutions in North America
- 3. AgendaBrief Review: The CMDBKnown Pitfalls in CMDB DeploymentsCase Study: Leading Financial Services Enterprise
- 4. Brief Review: The CMDB
- 5. The Configuration Management Database (CMDB) is at the heart of aligning business with IT.
- 6. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of servicesand to (2.) relate them to the underlying IT components…and (3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce
- 7. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of services and to(2.)relate them to the underlying IT components…and (3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce
- 8. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of services and to (2.) relate them to the underlying IT components…and(3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce
- 9. “”The CMDB should -... (1.) Hold the (a.)relationships between all system components, including incidents, problems, known errors, changes and releases… (b.)information about incidents, known errors and problems, and corporate data about employees, locations and business units... often… (c.)details of services and to (2.)relate them to the underlying IT components…and (3.) store inventory details… such as suppliers, cost, purchase date, and renewal date for a license..SOURCE:Office of Government Commerce
- 10. Why use a CMDB to do this?1. Control2. Integration3. Decision Support
- 11. Reality CheckExternal Factors are Driving our Clients to a CMDB-centric Service Management ArchitectureSoftware Providers Are Moving to a CMDB-centric Software Architecture- You Will Soon Have a CMDB Platform, probably more than 1IT “Supply Chain” Efficiency RequirementsThis is not a Process & Tool initiative, it’s an enterprise wide shift
- 12. Known Pitfalls in CMDB Deployments
- 13. “”Understanding the relationship between ITIL, IT asset management, and CMDB management will help IT construct and align infrastructure services to business needs.Thomas Mendel, PhD - Forrester Research
- 14. 5 Common QuestionsHow wide and how deep should the CMDB be?How should I define a configuration item?How do I decide if I need to federate information? If I do federate, how do I integrate? What is the first step I need to take?
- 15. The Big Question What level of effort and resources will be involved with implementing a CMDB in terms of: People? Processes? Technology?
- 16. Common CMDB Implementation PitfallsUnclear business focusUnrealistic expectationsAn all-or-nothing approachRunning the implementation as an IT projectImproper balance between strategic efforts and short-term winsTreating implementation as a one-time projectLack of organizational commitment
- 17. Stages in the Building ProcessAssemble the Project Team & Define the ProjectDefine Requirements & Create IT Service Model BlueprintSelect CMDB Solution and ToolsConstruct & Maintain the CMDBDrive Ongoing Value
- 18. Stages in the Building ProcessAssemble the Project Team & Define the ProjectDefine Requirements & Create IT Service Model BlueprintSelect CMDB Solution and ToolsConstruct & Maintain the CMDBDrive Ongoing Value
- 19. Case Study: Leading Financial Services Enterprise
- 21. Fortune 100 Banking Institution
- 22. Over 20 million individual, business and institutional clients served at more than 6,000 retail branches
- 23. Reported more than $440 billion in assets managedand administered
- 25. Environment:
- 26. Remedy Asset Management v5.5
- 28. Over 20 Federated Data SourcesStage 1: Assemble the Project Team & Define the ProjectCreate Project Executive BoardSelect Project ManagerScope Key ActivitiesSelect Project TeamFinalize Project Plan
- 29. Stage 3: Select CMDB Solution and ToolsSelect CMDB SolutionPlan the CMDB PopulationSelect Tools to Automate CMDB SolutionCalculate Project ROI
- 30. Stage 3: Select CMDB Solution and ToolsSelect CMDB SolutionPlan the CMDB PopulationSelect Tools to Automate CMDB PopulationCalculate Project ROI
- 31. Stage 1: Assemble the Project Team & Re-Define the ProjectCreate Project Executive BoardSelect Project ManagerScope Key ActivitiesSelect Project TeamFinalize Project PlanOur clients like to bring us in as a neutral party when projects cross functional lines
- 32. Defining the Activities is Easy…… Building the timelines is a different challenge.You have to get fairly deep, both functionally and technically to accurately establish timelines: build in plenty of time to deal with unknownsDon’t underestimate how badly your timelines can get hosed if you don’t closely gauge (and manage) personnel availability
- 33. Internal ResourcesYour stakeholder list will be larger than you thought possible(!)Obtaining the Information you need and the consensus required is half the battle
- 34. External ResourcesConsider bringing in a firm to partner with you if… You can’t dedicate the right resources to the projectYou think an outside party might be able to navigate the functional areas more effectively
- 35. Stage 2: Defining CMDB RequirementsIdentify & Review Governance RequirementsReview and Select Supporting Best PracticesIdentify Requirements to Address Potential ProblemsIdentify Inventory & Asset Management RequirementsDefine Service Catalog Requirements Define CMDB Requirements to Support Other ProcessesDefine CI Level & IT Service ModelDefine CI RelationshipsDefine CI AttributesDesign IT Service Model Blueprint
- 36. Identify & Review Governance RequirementsIdentify Key Governance & Regulatory Stakeholders (SOx, Gramm-Leach-Bliley, FFIEC, Internal/External Auditors)Scope Potential Use of a CMDB (Identify CI’s, Relationships, Fixed Asset Register)Collect and Document RequirementsGet Approvals
- 37. Review and Select Supporting Best PracticesResearch Relevant Best Practice FrameworksSelect Appropriate Best Practice FrameworksDocument Best PracticesCheck Current Levels of AdherencePublish and Distribute Best Practices
- 38. Identify Requirements to Address Potential ProblemsReview Knowledge SourcesDocument Potential ProblemsIdentify Root CausesIdentify Potential SolutionsDocument Project Requirements
- 39. Identify Inventory & Asset Management RequirementsDetermine Asset DefinitionList Asset CategoriesIdentify Owners of Listed AssetsIdentify Data Inventory Data RequirementsIdentify Asset Data RequirementsCompile Inventory Asset Requirements
- 40. Drill Down - Inventory and AssetThis project was driven by the Asset Management process area with a focus on:IdentificationControlVerification & Audit
- 41. Define Service Catalog RequirementsIdentify Key Service Catalog StakeholdersScope Service Catalog CMDB UseCollect & Document RequirementsPublish Approved CMDB Requirements
- 42. Define Service Catalog RequirementsIdentify Key Service Catalog StakeholdersScope Service Catalog CMDB UseCollect & Document RequirementsPublish Approved CMDB Requirements
- 43. Define CMDB Requirements to Support Other ProcessesIdentify StakeholdersDiscover & Distill Requirements to Support Other ProcessesReview and Agree on CMDB Requirements to Support Other ProcessesPublish CMDB Requirements
- 44. Drill Down - Process IntegrationIncident & Problem ManagementChange ManagementAsset ManagementService Continuity Management20 Federated Data Sources
- 45. Define CI Level & IT Service ModelEstablish Working GroupCreate A Straw Model StructureValidate Straw Model StructureDocument the Structure, Guidelines & Criteria
- 46. BMC Atrium CMDB 2.0- Common Data Model
- 47. Define CI RelationshipsDefine CI Relationship TypesReview & AgreeDocument Relationship Design
- 48. Define CI AttributesConsider Management & MaintenanceReviewDocument
- 49. Design IT Service Model BlueprintDocument & Validate BlueprintDefine Governance, Roles & ProceduresReviewPublish
- 50. Stage 3: Select CMDB Solution and ToolsSelect CMDB SolutionPlan the CMDB PopulationSelect Tools to Automate CMDB PopulationCalculate Project ROI
- 51. Stages in the Building ProcessAssemble the Project Team & Define the ProjectDefine Requirements & Create IT Service Model BlueprintSelect CMDB Solution and ToolsConstruct & Maintain the CMDBDrive Ongoing Value
- 52. Timeline
- 53. Lessons LearnedInternal & External Perspectivesare Required for SuccessLarge Organizations Are Slow to Adopt ChangeProject Team Knowledge of ITIL RequiredContinued Sponsor Engagement is Critical
- 54. Next StepsIdentify Change Agents, Advocates, Sponsor and potential project team.Identify risks and mitigation plans.Register as a project.Draft CMDB goals/objectives and link to organizational goals.Evaluate process maturity to determine which processes would be affected.Finalize the Service Catalog, formally or informally.Read Malcolm Fry’s book, “Step-by-Step Guide to Building a CMDB”…and other resources.