Tml Deployment Strategy Overview V 1
3 likes531 views
The document presents a demand-driven, service-oriented management framework designed to align business strategy with operations and IT management in a secure outsourced environment. It outlines key components, including the necessity of collaboration among stakeholders, adherence to international standards like ISO 20000, and the transition to service-focused ICT delivery. Additionally, it emphasizes the critical management concerns for IT leaders and the proposed milestones for implementing essential service management processes.
Tml Deployment Strategy Overview V 1
- 1. Demand Driven, Service Oriented, CIOE Management framework for aligning Business Strategy Managers with OPS & IT Managers in a Secure, Managed Outsourced; environment
- 3. But everyone knows Pigs don’t FLY !! 3
- 4. What is Service Oriented Architecture?
- 10. CIO Enterprise Evolution Research Objective 1. IT Group Role in the Corporation Projects for Project initiated Pervasive IT Delivery IT Service Delivery Specific Pain by CEO / Exec IT Tools Organization Organization Reporting to Finance Managed by 2.Security & Reliability Risks to the Corporation COO-CIO Project Project Teams Espionage Preceding Risks & All Preceding risks Engineers & Users Impact Virus, Impact Malicious Intent, With Impact on Impact on on Project areas on some Impact on Business Ops and Application Business Areas Business Ops Strategic Objectives 3.Outsourcing – From doing it yourself to getting it done. Vendors Small adhoc IT IT Mgr & Team IT Delivery org IT Service Mgmt Org Working on Team managing Mini Computer, Managing application Managing Specific applications for LAN based Life Cycle & Networks Strategic Objectives projects Ac, Inventory, etc. Applications. Outsourcing with Non Core for Cost Arbitration Activities Outsourced
- 11. Evolving ICT Focus to a Service Focus 11
- 12. The New World View – Demand driven Service Delivery Service Delivery Enterprise driven by Enterprise driven by the need to satisfy Technology stated and implied Delivery needs of customers, Based on Success factors of the Past employees, owners and society. Based on Success indicators of the 12 future
- 13. Model Specs • Scope – Aligning Business Strategy Managers with OPS & IT Managers in a managed; outsourced environment • Application Values – Achieve operational objectives for business process where ICT is an enabler – IT Group fully aligned to Operations. – Security embedding into the fabric of the system for transparent and automatic compliance to International Standards and statutory compliance requirements – Collaboration between all stake holders in establishing a Managing/Working Partner pair Configuration; resulting in vibrant consumer-side and supplier-side markets – Unified culture, specific to the requirements of the CIO Enterprise, integrating Business managers, Users, In-sourced and out-sourced staff operational and ICT staff. • Dimensions Addressed – People + Processes + Tools + Partnership
- 14. Using the ISO 20000 International Standard as a PDCA based, Capability Improvement, Engine for CIOE OCD & QM
- 15. Top 10 Concerns of IT Managers 1. Aligning IT strategy with business strategy 2. Meeting business and user needs 3. Coping with change 4. Dealing with senior management 5. Managing costs, budgets and resources 6. Keeping up with technology 7. Recruiting and retaining staff 8. Time and resource management 9. Infrastructure management 10. Maintaining skills and knowledge 15
- 16. ISO 20000: 05 May be used by an organization which needs to Improve service through the effective application of processes to monitor and improve service quality. Section 1.e Scope ISO EC 20000-1:2005(E) 16
- 17. ISO 20000 based on “Best Practice” • ISO • International Standards Organization • BSI • British Standards Institute • ITIL • IT Infrastructure Library • Benefits independent (of systems and/or platforms) flexible (also applicable outside IT) applicable worldwide applicable in companies, institutions, government 17
- 18. Service Management = The Objective Tree = Quality ORGANIZATION Flexibility Cost management BUSINESS PROCESSES IT SERVICE PROVISION effective organization SERVICE MANAGEMENT efficient ISO effective IT service provision 20000 efficient 18
- 19. Demand Driven, Service Oriented, CIOE Management framework for aligning Business Strategy Managers with OPS & IT Managers in a Secure, Managed Outsourced; environment
- 20. Toyota Service Delivery Model 20
- 21. TML’s Integrated IT Landscape Stake- holders Financial Business Customers Vendors Dealers Employees Institutions Partners COMMON HIGH SPEED NETWORK (WAN) Processes Processes Enterprise Enterprise Marketing Product Mfg. Planning Product Mfg., Product Intelligence Strategic Customer Concept Design & Vendor & Resource Distributio & Analysis Planning Support & Development Development Management n Tools CAD/CAM CRM PDM MPM ERP SRM MES WEB KBE Information & Analysis INTEGRATED PRODUCT & PROCESS DATABASE Foundation IT SERVICE MANAGEMENT & IT INFRASTRUCTURE
- 22. TML Service Channels CAD/CAM, PLM – Crash, NVH, PLM, KBE, Full PLM, Advanced Design DMU, Durability PDM Vehicle DMU CAE Simulation Extended CAE, PDM Enterprise Sheet Metal Manufacturing Tool Design, Forming GD&T Digital Factory Digital Factory Planning CNC Machining Simulation Manufacturing Plant Specific Distributed ERP Single ERP MES, ERP, MES, SCM, Execution Applications SRM Telematics Supply Chain Distributed ERP Single ERP ERP, SRM, VCM & Legacy ERP, SRM Management E-Sourcing E-Sourcing SCM Channel VCM Dealers, VCM-Dealers, CRM-DMS, CRM-DMS & CRM-DMS & Legacy, Management Distributed ERP Distributed ERP Single ERP ERP ERP Financial Plant Specific ERP,EVA ERP, SEM, Distributed ERP Single ERP Management Application Tracking, CFM SOX HR Plant Specific Single Intranet Knowledge Single ERP ERP & ESS Management Application Portal management Vehicle Legacy Legacy Integrated ERP Online Vehicle Financing Customer Insurance, Up- Systems Systems & CRM Financing selling 1998-2002 2002-2005 2005-2008 22
- 23. Planning & Implementing New or Changed Srv Planning & Implementing New or Changed Srv Planning & Implementing Service Delivery Planning & Implementing Service Delivery Alignment Predictive Capacity OPS & IT Infrastructure Expense per transaction Base Line Year Profit Predictive Predictive Predictive Scalability Model Capacity Capacity Capacity Plans Plans Plans Business Strategy Center Revenue ICT Vision ICT Vision ICT Vision Targets Interim Plan End Year Objectives in % of Revenue Growth OPS & IT Infrastructure Expense per transaction Profit Center Profit Center Targets Profit Center Profit Center Interim Profit Center Profit Center Profit Center Profit Center Profit Center Profit Center Profit Center Profit Center ICT Enabled Business Process ICT Enabled Business Process
- 24. Evolving ICT Focus to a Service Focus 24
- 25. Outsourcing Relationship FlexMode aims for beneficial coexistence within an outsourced environment; owned, managed and controlled by the CIOE
- 26. CIOE & Supplier Relationship • Establishes roles, responsibilities and authorities for Managing/Working Partner configurations • Establishes clear ownership of Service Channel responsibilities in establishing and meeting Service Level Agreements • Sets and tracks performance objectives of Process Groups, Application Assembly Lines, Infrastructure Support Groups and Service Component providing suppliers • Demonstrates continual improvement in Quality, Reliability and Cost • Secures IT Assets in a systematic, effective and verifiable manner • Achieve effective ratio of Insourced to Outsourced employees to control Risks, Competency Availability and Cost Effectiveness, while arriving at a low head count of required core insourced roles 26
- 27. Evolving ICT Focus to a Service Focus 27
- 28. ISO 20000 ICT Service Management Proceses Information Security Service Management Continuity & Availability Capacity Management Management Budgeting & Accounting for Business Relationship for IT services Management Service Level Management Supplier Management Service Reporting IT Infrastructure Incident Management Release Management Problem Management Change Configuration Management 28 Management
- 29. The Process Driven Organisation Establish a Management Process Change new or improved service CAD CAM KBE CAD CAM KBE Incident Management Process Sustain the Service MPM SRM CRM PDM ERP Problem Management Process Improve the Service Change Management Process Retire the Service the processes decide 29
- 30. The Service Map Print A/C Business Process Statement Service • Service Level Mgmt Business User Application Interface • Capacity Mgmt • Configuration Mgmt • Availability Mgmt • Incident Mgmt Service Catalogue • Problem Mgmt SLA • Change Mgmt • Release Mgmt CTI CMDB • Service Reporting • Security Mgmt • Asset Mgmt Control DB • Budgeting & Accounting • BCP Dedicated Shared DB Server DAL App Comp Comp 30
- 31. CIOE Demand Driven SOA Profit Center Profit Center Profit Center Ops Support Customer Side The Service Desk – Single Point of Contact for IT users Application Service Assembly Lines Work Place Services Assembly Lines Service Channel L1 Service Channel L1 Supply Side App Supplier A A A App Supplier L2 App Supplier D O App Supplier L2 E p p p e f p p p L3 s f L3 Infra Supplier M Infra Supplier Infra Supplier k A Infra Supplier a S S S T u Process support I Process support r r r Process support o t Process support L v v v p o Shared Infrastructure Shared Network Infra
- 32. ISO 20K SOA Process Onion Business, Supplier and People Relationship Process Owner Strategic Planning, Quality and Compliance Process Owner Service Delivery Process Owner Change Management Process Owner Service Support Process Owner OPS Support Service Desk Process Mgr Service Desk Process Mgr B&A Process Mgr Core Banking Application Vendor C&SA Process Mgr Service Channel A P A App CI App CI Infra Profit Center INC Process Mgr p R p p O p Support CMDB Process Mgr Infra CI Infra CI Group F S I S Infra CI Infra CI r L r v E v Shared Infrastructure HW Service SW Service Comp Vendor Comp Vendor Sup Process Mgr Shared Network Infra Profit Center SR Process Mgr PB Process Mgr REL Process Mgr BRM Process Mgr CHG Process Mgr Profit Center SLM Process Mgr CAP Process Mgr SC&A Process Mgr ITS Process Mgr ISM Process Mgr MS Process Mgr SRM Process Mgr PRM Process Mgr
- 33. Evolving ICT Focus to a Service Focus 33
- 34. BMC Remedy Architecture 34
- 35. Where are We Today? 35
- 36. Business Service Mgmt Routes to Value 36
- 37. Proactive Incident and Problem Mgmt 37
- 38. Online Real Time Dashboards – Service Reporting
- 39. Online Real Time Dashboards – Incident Occurrence Trends 100 80 Jan 60 Feb 40 Mar 20 Apr 0 Design Mfg Plan Mfg Exec SCM 39
- 40. Evolving ICT Focus to a Service Focus 40
- 41. A view of the SOA configured in the CMDB
- 42. Service Agreement Flow TML Biz User Senior Owner User X User Y User Z (Branch) (RTO) (HQ) Expected Work Load Retail Business Marketing Availability SLA A SL SL A Application Manufacturing Wholesale Owner e.g. Profile Service Level Agreement CIOE TTL Exec Operations Finance Service Desk SPOC Service Desk Managing Partner Working Partner SLA UPC Service Level Manager Service Delivery Manager Basis Pillar Incident Coordinator Exec U ont nd ra C TML CIOE Exec TTL App Assy er ct Pi (U nn PC in ) & Support Mgr g System Application Manager (Unix servers) L1 Network ITSMG Incident L2 Manager Service L3 (ext.) UPC Map Pillar Exec HW Support MS Wintel support L3 (ext.) UPC SW Support L1 Workplace Services Incident L2 Manager Pillar Mgr UPC UPC L2 L1 Incident Manager IBM Infra Sup Pillar Exec L3 (ext.) L3 (ext.) L1 & L2 HW Support SW Support UPC L3 (ext.) UPC L3 (ext.) HW Support SW Support 42 3rd Pty Mgr L3
- 44. Plan Scope & Objective • Establish a baseline implementation of Remedy BSM framework and associated tools, to Improve service through the effective application of processes to monitor and improve service quality 44
- 45. Planning Methodology • A lean approach has been adopted to ensure a very low time to market • Establish an evolutionary implementation cycle that allows the stake holders to establish a baseline • Improve the baseline in a cyclic steps; learning and consolidating lessons from each step ISO 20K used as the CIOE, Management Framework, Process Requirements Standard. 45
- 46. Milestones Phase 1 (2 months) • 1a Application Service Channel Configuration – Establish Service List and Prioritize – Establish Prototype Configuration Team – Establish Supply Side Physical CI Map using Discovery and update CMDB – Identify Support Architecture and agreements for Prototype Service – Identify Problem Register for above – Configure Prototype Demonstrator and approve – Complete Process Plans and train other Service Channel Staff for filling templates – Repeat above for all Services (based on Priority) – Train users and roll out to production 46
- 47. Phase 1 Value Realization 1a Application Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Establish a baseline of the Service and its underlying CI, Accurate Visual View of making visible interactions between people, Processes the Service Map; Logical framework, role based measurable objectives and mechanisms and Physical CI for monitoring and reporting. Establish the relationships between workload characteristics SLA between Application and the predictive capacity plan for IT services and agree on Owners and CIOE the quality and cost of services provided. Identify, Establish, Track and improve agreements between UPC between Application the Application Assembly lines and the service component Service Assembly Lines providing Lead Suppliers and their 3rd Party suppliers to and Infrastructure ensure that the CIOE can meet the expectations of users Support Pillars agreed to in respective SLAs. Establish a baseline categorization that will act as a foundation for associating the business user view of the service to the components of the physical CI delivering a service component. Service and Product Categorization Tree Provide a framework for conducting root cause analysis. The classification will be capable of isolating and highlighting opportunities for establishing reducing trends in incident occurrence, impacting on reduced costs, improved alignment 47 and service quality
- 48. Phase 1 Value Realization 1a Application Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Eliminate costs and management bandwidth required for establishing traditional people based SPOC (Service Desk). Replace manual routing desk with a Technology based (IVR) system thereby eliminating the middleman between the Service Desk with Tech application assembly line incident co-coordinators and their Support Desks as SPOC end users. Use the released capex and opex to establish a future proof VOIP based communication network across all TML operational locations Integrate Remedy with the IVR to ensure automatic recording and intelligent classification of Incident Tickets and Service Requests. Automated Incident Mgmt Process Flow Track the lifecycle of the tickets through multiple support groups spanning multiple suppliers as applicable. Establish mechanisms for collecting real-time data and publish dashboards 48
- 49. Phase 1 Value Realization 1a Application Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Establish a pro-active problem management culture in the Automated Problem application assembly lines by providing accurate data for Management Process identifying errors that will be taken up for error control and Flow identification of work-around and structural fixes. Knowledge Management Establish process and provide training to all stakeholders for Process Framework in creating, maintaining, improving and using knowledge captured place during various incident and problem resolution actions. Based on the thumb rule that 80% of the services are provided by 20% of the Application services, the project will establish real time dashboards for monitoring service delivery. Additionally data analysis which will enable problem managers 80% of Services to easily identify improvement areas of maximum input will be Monitored made available. Standardized Review Reports will be provided. 49
- 50. Milestones Phase 1 (2 months) • 1b Work Place Service Channel Configuration – Establish Service List and Prioritize – Establish User CI Configuration Management Policies. – Establish Project Team for Desk Top Services, E-Mail, etc, – Establish Supply Side Physical CI Map using Discovery and update CMDB where applicable – Identify Support Architecture and agreements – Identify Problem Register for above – Configure Prototype Demonstrator and approve – Complete Process Plans and train other Service Channel Staff for filling templates – Repeat above for all Services (based on Priority) – Train users and roll out to production 50
- 51. Phase 1 Value Realization 1b Work Place Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Service Maps for Establish a baseline of the Service and its underlying CI, applications supported under making visible interactions between people, Processes workplace services such as framework, role based measurable objectives and E-Mail and other Office mechanisms for monitoring and reporting. Automation Tools Establish the relationships between workload Service Level Agreements characteristics and the predictive capacity plan for IT and Service Catalogue for services and agree on the quality and cost of services Work Place Services provided. Identify, Establish, Track and improve agreements Underpinning Contracts with between infrastructure pillars and their 3rd Party suppliers Service Component to ensure that the CIOE can meet the expectations of providers users agreed to in respective SLAs. Service Side Incident User recognizable service side categorization which can be Categorization mapped to mapped to Product Component Related Categorization Product Categorizations leading to 51
- 52. Phase 1 Value Realization 1b Work Place Service Channel Configuration Continued ………… Deliverable Value Realized by Stakeholders Automated Incident Flow Track Incident lifecycle through multiple support groups / process to track SLA and 3rd Party Vendors and raise relevant escalations. UPC Compliance Automated Problem Identify improvement areas based on Incident Analysis, Management Process flow to prioritse and manage problems, demonstrate effectiveness track Problem resolution and of problem resolutions by establishing a reducing trend of effectiveness incidents. Establish process and provide training to all stakeholders Knowledge Management for creating, maintaining, improving and using knowledge Process Framework in place captured during various incident and problem resolution actions. Provide performance reports against SLA and support delivery. Service Reporting Track and report compliance against contracts with lead and 3rd Party suppliers. 52
- 53. Milestones Phase 1 (2 months) • 1c Remedy Service Channel Establishment – Identify Development Environment and establish. – Identify Production Environment and establish infrastructure plan. – Prepare Sustenance plan and establish Application Support Group for Remedy. – Prepare Train the trainer material for End users, Technical Users and Management 53
- 54. Phase 1 Value Realization 1c Remedy Service Channel Establishment Deliverable Value Realized by Stakeholders Development and Test Environment established and Ready for Prototype Configuration and Testing ready to use Production Environment Ready when prototype is completed for testing production Established and ready environment Application Support Group Establish sustainability for continued operations for Remedy Established Central service Desk providing Single Point of Contact for Service Desk acting as all services. Use of Technology Based SPOC routing tickets Single Point of Contact to technical service desks for Application and Established. Infrastructure support Technical Support Groups Technical Support Groups to provide Incident and Problem for Application and Co-ordination and management Infrastructure Established Train the Trainer Material Ready and available Train the trainer material available for End Users, Technical Personal, 3rd Party suppliers and Managers. 54
- 55. Milestones Phase 2 (2 Months) • 2a. Establishing Capacity and Availability Processes – Establish Work Load Characteristics and identify infrastructure Capacity Components – Establish Capacity Plans and Trivoli integration for a selected service and create a prototype – Repeat above for all services – Train Users and Roll out – Establish Change Management Process and update open change tickets for small Changes (Less than 1 man month effort) and Change Projects – Transition to Sustenance Remedy Support Group 55
- 56. Phase 2 Value Realization 2a Establishing Change Process Deliverable Value Process and Policies for Clarity in the change process, Prioritization and Approval establishing Closed Loop Mechanisms to establish and enhance business alignment and Change continual improvement in costs and quality of services. Small Change Ticket Establish lifecycle, tracking and reporting for small changes Lifecycle Management Effective Impact Improvements in Impact analysis provided by the Views Analysis available through the SOA configured in the CMDB Establish a Forward Identify the Planned Shut down of services for maintenance Schedule of Changes and improve availability tracking Service Desk with Tech Support Desks as SPOC Automated Incident Mgmt Process Flow Automated Problem Management Process Flow 80% of Services Out of the Box reports Monitored 56
- 57. Phase 2 Value Realization 2a Establishing Capacity and Availability Management Process Deliverable Value Workload Clarity on workload Characteristics their proposed growth, the Characteristics and requirements for CI related capacities and the Scaling Matrix underlying CI Capacity is available for prioritized services. Requirements identified. Tivoli integration and Tivoli based CI monitoring is established for Key CI for above automated monitoring of services. System Generated Incident tickets and Service critical CI Failure broadcasts are established. Proactive Capacity Scaling plans are established to meet Predictive Capacity Plans growing business needs. The plan is tracked to ensure that are established planned activities are done proactively to avoid downtime. Availability of services is tracked automatically giving accurate Availability of Key CI is availability statistics for key CI and the Application Services tracked and reported Provided through them. Periodic reports on Capacity Planning and Availability are Status Reporting established and used in service reviews. 57
- 58. Milestones Phase 2 (2 Months) • 2b. Establishing Change Management Process – Establish Change Management Process and update open change tickets for small Changes (Less than 1 man month effort) – Establish Process for Large Change Projects – Prepare Prototype and Approve for Selected Service. – Prepare Train the trainer Material – Roll out to all Application and Infra support groups – Transition to Sustenance Remedy Support Group 58
- 59. Phase 2 Value Realization 2a Establishing Change Process Deliverable Value Process and Policies for Clarity in the change process, Prioritization and Approval establishing Closed Loop Mechanisms to establish and enhance business alignment and Change continual improvement in costs and quality of services. Small Change Ticket Establish lifecycle, tracking and reporting for small changes Lifecycle Management Effective Impact Improvements in Impact analysis provided by the Views Analysis available through the SOA configured in the CMDB Establish a Forward Identify the Planned Shut down of services for maintenance Schedule of Changes and improve availability tracking Large Project Establish Lifecycle models for project management and align Management to the Closed Loop Change Management in Remedy Create Small Changes and Project Status Dashboards, prepare Status Reporting management information reports. 59
- 60. Milestones Phase 3 (2 Months) • Finalise Organisational Frame work • Finalise Balance Score Card objectives • Establish Metrics Plan • Review out of the box service reports based on Pilot data • Establish final Report formats • Create Dashboards • Establish Service Review Processes • Close Project 60
- 61. Phase 3 Value Realization 3 Establishing Objective tracking to ensure unified culture Deliverable Value Organizational framework required to manage IT services Unified Organizational integrating multiple vendors into a single cultural process Framework in place oriented framework will be established. Measurable objectives Measurable objectives for various processes to ensure designed to focus on continual improvement in Business Alignment, Costs and Continual improvement Service Quality are identified and established at the integrated with Balance corporate Balance Score Card Level Score Card Application Support and Objective Tracking, reviewing and action plans are established Infrastructure Support for each of the service Channels, the Application Assembly Channels draw from Lines and the Infrastructure Support Pillars. All staff corporate Balance Score performance reviews regardless of Insourced or Outsourced Card are done in a unified manner. Performance Dashboards for tracking objectives is Performance Dashboards established along with review mechanisms Reward and Recognition Rewards and recognition schemes for outstanding performance schemes is established. 61
- 62. Where to from here • Establish App Services Core Team • Make a list of Services • Prioritise – 20% of services 80% value • Create a Service Map for the services • Identify service for Prototype • Service CTI and Product CTI for Prototype 62
- 63. Thank You 63