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03-23-05SEPG 2006 – Nashville, TN March 2006
How to Untangle the Hairball: Integrating CMMI and ITIL How to Untangle the Hairball: Integrating CMMI and ITIL Effectively in Application Engineering and Operations Effectively in Application Engineering and Operations EnvironmentsEnvironments
Bill Phifer
Ted Hayes
2 •SEPG Conference, Nashville, TN March 2006
AgendaAgenda
• What is there to untangle and why is this important?
• Scope of ITIL SM & ICTIM
• Model interoperability views
• Scenarios
• How to move from a CMMI-only organization to an integrated CMMI/ITIL powered one
• Conclusions
3 •SEPG Conference, Nashville, TN March 2006
Why is Integration so Difficult and so Necessary?Why is Integration so Difficult and so Necessary?
• The market demands both ITIL and CMMI, but cross domain experts are hard to find
• These reference standards were not designedto complement each other; they are developed with a different focus, there are significant terminology differences, and typically few integrated teams, processes or roles using them
• Models themselves can't be executed, they need to be applied to a business environment together with a process architecture for you to have something that's executable
You can develop world class applications but still have poor quality due to a product that doesn't meet business needs or service expectation (cost, reliability, performance) -and lead to failure
4 •SEPG Conference, Nashville, TN March 2006
Typical Situation TodayTypical Situation Today
• Typically many redundant IT support processes across the enterprise, with confusion on which processes are most applicable
• Need to establish “one way” to execute
• Parochial issues solved by parochial processes
• New problems often lead to the development of new processes
• Lack of modular, integrated “process architecture”
• Significant pressure from many areas of the organization as urgent need to change is recognized
– Reduce costs and improve quality
– Streamline and standardize all processes
– Move towards common process lexicon and terminology
5 •SEPG Conference, Nashville, TN March 2006
Scope of ITIL (IT Infrastructure Library)Scope of ITIL (IT Infrastructure Library)
ITIL is more than just Service Management!ITIL is more than just Service Management!
Source: UK OGC
6 •SEPG Conference, Nashville, TN March 2006
Integrated ITIL SM Process MapIntegrated ITIL SM Process Map
Request Management
IncidentManagement
ProblemManagement
ReleaseManagement
ConfigurationManagement
IT Financial Management
Service LevelManagement
IT Service Continuity
Management
AvailabilityManagement
CapacityManagement
Service Support
Service Delivery coreITIL
Corporate Reporting
ICTIMOperations
SecurityManagement
ChangeManagement
ICTIM Design &Planning
Supplier Management and
Procurement
New Business Development
Contract Management
Corporate Billing
Business Forecast
Client
User
Source: EDS Global Processes & Methods
Integrated ITIL SM & ICTIM ViewIntegrated ITIL SM & ICTIM ViewUsers,
Engineering,Statutory,Regulatory
ICTIMICTIMDesign &Planning
Deployment
Operations Hand Overto Production
Requirements Note: This is not a complete model. It only focuses on ICTIM and direct relationships to ITIL & other process sets.
Service Level Management
Service Level ManagementIncident
ManagementIncident
Management
ProblemManagement
ProblemManagement
AvailabilityManagementAvailability
Management
CapacityManagement
CapacityManagement
ITSCManagement
ITSCManagement
ServiceDesk
ServiceDesk
ConfigurationManagement
ConfigurationManagement
Change & Release
Management
Change & Release
Management
Maintenance Changes
Application Management
ApplicationDesign
ApplicationDesign Application
BuildApplication
Build
Req
uire
men
ts
Inte
grat
ion
into
solu
tion
& t
estin
g
Service Management (incl. Change and Release Management)
Capability ManagementCapability
Management
Impr
ovem
ents
Err
ors
Err
or S
olut
ions
CMMI P
lay S
pace
CMMI P
lay S
pace
7 •SEPG Conference, Nashville, TN March 2006
8 •SEPG Conference, Nashville, TN March 2006
Scenario 1 Scenario 1 –– Web App Server Goes DownWeb App Server Goes Down• Disruption of service to user – server outage• That server is part of ITIL CMDB, is related to app X, which is
mapped to a set of pre-defined business users• Information is sent to client to alert of the business impact of
that server outage• Red indicator displayed on dashboard• Go through process of resolving Incident• If issue was application oriented (loop caused excessive
utilization and froze the server) then Incident is dispatched tothe responsible application support group
• They restore normal service operation (ITIL lexicon)
Inci
den
t M
an
ag
em
en
tP
rob
lem
M
an
ag
em
en
t • Perform analysis and determine cause of the disruption• Raise an RFC (Request for Change) to remove the error from
the environment and prevent further Incidents (could invoke a CMMI process-based code change)
• Obtain approval via Change Management to promote permanent fix to live environment
• Invoke ITIL Release Management to distribute the updated code to the application
9 •SEPG Conference, Nashville, TN March 2006
Scenario 2 Scenario 2 –– Web Application DevelopmentWeb Application Development• Client requests new web app function to support business process
• Raise Change Request to communicate requirements – from Service Level Management through Change Management to Design & Planning
• Follow Design and Planning: is there an existing architecture that fits this web application?
• Rationalize architecture
• Validate capacity and availability by using the Capacity and Availabilityprocesses
• Translate requirements into technical specifications
• Allocate the requirements to Application Design and Deployment
• Create Solution Package specified by architecture
• If new technology (or even very old technology), application development needs to ensure Availability of trained personnel and skill sets
• Project Management continually monitors project to ensure there is enough people and resources (as pinged by Availability Management)
• Deployment includes engineering and integration (ensures traceability to requirements)
• Release Management includes testing (functional, performance, co-existence, integration)
• Change Management includes approvals and final release to operational environment
10 •SEPG Conference, Nashville, TN March 2006
Interrelated Disciplines (a sampling)Interrelated Disciplines (a sampling)• Capacity Management provides input to the development project
about application scope, sizing and stakeholder involvement. Application sizing involves the estimation of technical resourcerequirements to support the proposed application and communicating these to the development organization. The development project should use this input to ensure that the application will meet its required service levels (Service LevelManagement) and to ensure that quality is built into the application during the development process.
• Release Management facilitates the smooth transition of the newly developed or modified application into production, calling upon the Change and Configuration Management processes to ensure adherence to the approval, scheduling, communication, and documentation policies of the business.
• The development project should notify Availability Managementabout any new skills required of support personnel to manage thenewly developed application in a responsive & effective manner.
IT Services and Model AlignmentsIT Services and Model AlignmentsArchitecture and Engineering
CMMI + ITIL ICTIMAligning IT to Business
ITIL SM
Application DevelopmentCMMI + ITIL Application Management
11 •SEPG Conference, Nashville, TN March 2006
12 •SEPG Conference, Nashville, TN March 2006
No One Model (Solution) Does Everything Well!No One Model (Solution) Does Everything Well!
• Greatest value comes from the interoperability of process sets
• The extent that you are successful in integrating processes will determine the degree of benefit, holistically, you will experience from the strengths of each model
• Exploiting the interoperability of models also yields competitive BUSINESS advantage:
– Requirements are complete early in the development life cycle, fully in consideration of SLAs, existing engineering and operational changes, required availability and capacity needs, known problems, and performance considerations
– Problems are avoided or addressed for what they are –business impacts – and eliminated permanently
– IT and the business processes work together to meet client needs
13 •SEPG Conference, Nashville, TN March 2006
Making Sense of the PiecesMaking Sense of the Pieces
ITIL + Business Business ProcessFramework Doc Mgmt
Process Architecture
(Structure)
Industry Best Practices
+Business Policies
Document Standards
andContent
Managementwww.ogc.gov.uk
www.BPMI.orgwww.iso.org
14 •SEPG Conference, Nashville, TN March 2006
Request Management
Introducing an IT Management ModelIntroducing an IT Management Model
Data CenterFactory CMDB
Logical and Physical entities and relationships
Work FlowRole based / process based access to integrated, transactional systems
Enterprise Data ModelCustomer, Entitlements
Billing etc.
Agile Control Center
Integration Bus
Mainframe Mid-Range Storage Network WorkplaceSD
Cisco 1720
BRIS/T
CONSOLE
AUXWIC0OK
O KB2B1
WIC1OK
DSUCPU
LNK100FDX
S3
LOOPL P
S D
SD
Cisco 1720
BRIS/T
CONSOLE
AUXWIC0OK
OKB2B1
WIC1OK
DSUCPU
LNK100FDX
S3
LOOPLP
S D
ApplicationsPassive Application Monitoring
Active Application Monitoring
IncidentMgt
ProblemMgt
ChangeMgt
ConfigMgt
ReleaseMgt
ITIL Service Support AvailMgt
CapacityMgt
Svc LvlMgt
Svc ContMgt
ITIL Service Delivery
DesignPlan
Oper-ations
Deploy-ment
TechSupport
ITIL ICT
Enterprise / Systems
Managem
entEn
terp
rise
/ Sys
tem
s M
anag
emen
t
Sec
urity
Man
agem
ent S
ecurity Managem
ent
CoreVSS
Insight
15 •SEPG Conference, Nashville, TN March 2006
Maximizing Vertical ExpertiseMaximizing Vertical Expertise
• Leverage centers of expertise
• Align behaviors to appropriate disciplines - horizontal
• Define a single behavior by discipline rather than everyone recreating in their own vertical silo
Example: when restoring service, use the definitive process - ITIL Incident Management.
16 •SEPG Conference, Nashville, TN March 2006
Same ITIL Value Proposition, Many Possible RoutesSame ITIL Value Proposition, Many Possible Routes
(Many ways to design ITIL-compatible processes: same destination)
17 •SEPG Conference, Nashville, TN March 2006
ConclusionsConclusions
Proprietary technology is no longer a competitive edge, but how well you manage your IT in support of your business is the key – and this demands interoperability
Applications
In Development
In Production
Use ITIL SM
Use CMMI
We need to change the mindset that when you are an Application Development group that you always execute your own unique processes!
18 •SEPG Conference, Nashville, TN March 2006
BenefitsBenefits
• Integration enables and enforces standardized tooling
• Faster (business and IT) process development
• Exploit utilization of industry Best Practices
• Reduced confusion on performing level across functional towers
• Drives standardization in the role and template space
• Enables performance measurement across the applications life cycle
19 •SEPG Conference, Nashville, TN March 2006
Call to ActionCall to Action
• Start to think about CMMI as part of a larger reference model family
• Do your BUSINESS a favor and take/make an integrated view of these models
• In the areas where you have strengths, use them; grow into the other model disciplines to build your capability, but leverage the strengths offered by the other models
• Consider expanding your CMMI-centric process system to include key enhancements that reflect ITIL SM & ITIL ICTIM requirements
20 •SEPG Conference, Nashville, TN March 2006
Questions?Questions?
21 •SEPG Conference, Nashville, TN March 2006
Contact InformationContact Information
Ted Hayes(916) 861 3233Sacramento, [email protected]
Bill Phifer(610) 269 7931Downingtown, [email protected]