The 3 RsRoles, responsibilities, relationships

v2

System

People

Process Practices

Technology Things

Partners

Evolution

ThingsPractices People

Systems

Operating model

http://blogs.pinkelephant.com/index.php?/troy/the_strategic_role_of_an_it_operating_model/

Operations and Services Team

IT Support Teams

Business Teams

Change

Technical Teams

Service Delivery

Supplier Mgmt

Change Advisory Board (CAB)

Service Design

CustomersTechnology Team

Data TeamManagement Group

Strategy

RequirementsProject

Approval

Demand

Approval

Change Deploy

service ICT Service provider vendor

Service Centre

ICT Service Desk

Service provider Vendors

Escalation

Escalation

Reporting

Initiate

ICT Operations

Reporting

Incidents

Users

Changes

Support

ExecutiveGroup

Policy

Business relationship

(BPM)

Champions

Feedback

Service Support

Changes

Escalation

People

People

Process Practices

Technology Things

He Tangata

He aha te mea nui o te ao?

He tangata, he tangata, he tangata

Human pace of changechange

time

lag

Changing people• Motivation -> willingness

• Communication -> understanding

• Development -> capability

Fair process• Engagement• Explanation• Expectation

 978-0117080607

The three Rs• Roles• Responsibilities• Relationships

Roles

http://www.sfia-online.org

Responsibilities

http://www.isaca.org/cobit

Relationships• Inputs / outputs:

artefacts• Operating model

• Support model• Engagement model

ICT Service Desk

Infrastructure suppliers

HR support

Staff

“Level zero” Level One Level Two Level Three

SMC UNIX sysadmins

ICT Application Support

triage

PeopleSoft developers

RMS functional analysts

PeopleSoft

Self help

forms

Ticketing, workflow management, service levels Ticketing , workflow management

Incident and request management

interlock

Support ModelLevel Four

JIRAemailHeat

HR district SMEs

Other ICT resolver groups

WFM district staff

RNZPC Training

Support modelContact/CRM Self help

Chan

nels

Leve

l 1Le

vel T

wo

Incident triage, resolution Major Incident Request fulfilment

HR Training Workforce Infrastructure Desktop Network Database Email user training

Phones

Leve

l Thr

ee

SAP Success factors

Leve

l Fou

r

Kronos opSys WAN/LAN DevicesStorage Servers

Security

WindowsBusiness Objects

Applications

Inci

dent

and

requ

est m

anag

emen

t

Problem Management

Service level management

Supplier Management Service Delivery

SupportingLevel FourLevel ThreeLevel TwoLevel One

Business relationship

Prod

uctio

n Ch

ange

Change management

Release management

App Support

ICT ICT ICT

x x x

ReveraKronosSuccess Factors

SAP

ICT ICT ICT ICT ICT

Training

Microsoft

ICT Service

Desk

ICT

ICT

ICT Service

Desk

ICT

ICT

ICT Service

Desk

SDM

Service Change

ICT

ICT Service

Desk

ICT Change

Manager

ICT Release

Manager

ICT vendor Mgmt

supplier manage

mentSDMSDM

ICT Portfolio Manager

x

ICT Service

Desk

Spark

VendorService provider

ICTserviceBusiness units

HR Support

Training support

WFM support

ICT

ICT Service

Desk

SDMICT

Portfolio Manager

xxx

Champions

Finance

Finance support

xx

MyPolice Support

Service Centre

Service Centre

Engagement model• Use• Security• Architecture• Compliance• Service Catalogue• Request Catalogue• SLA• Service Owner• Change Manager• Service Desk• Email• Meeting• Report• Phone • Website• Design• Incident• Request• Change• KPIs• SLTs• Charges• Audit

Practices

People

Process Practices

Technology Things

IT4IT

http://www.opengroup.org/subjectareas/IT4IT

Standard+Case

http://www.basicsm.com/standard-case

978-1482061741

DevOps• Culture• Automation• Lean• Measurement• Sharing

http://www.itskeptic.org/content/define-devops

DevOps is agile delivery

978-0988262508

Lean• More with less• Eliminate waste

• Overprocessing, • Transportation, • Motion, • Inventory, • Waiting, • Defects, • Overproduction.

• Theory of Constraints

 B00BU1BNZO

Improve

Things

People

Process Practices

Technology Things

3Ps• Policy• Process• Procedures

ICTProcesses

DIRECT governance artefact framework

Organisational

PrinciplesOrganisational

StrategyOrganisational

Charter

Organisational Behaviour

Policy

ISO38500 Corporate

Governance of ITevaluate

direct monitor

Organisational Responsibility

Policy

OrganisationalStructure

Organisational Strategic

PolicyOrganisational

ConformancePolicy

Organisational Performance

Policy

EnterpriseArchitecture

Organisational

Business plan

Organisational

Investment budget

ICTISSP

Organisational Acquisition

Policy

ICTSecurity

Policy

ICTBehaviour

Policy

ICTBudget

OrganisationalService Strategy

ICTService

Strategy

ICTPractice

Framework

ICTProcedures

OrganisationalOperating

model

ICTOperating

model

ICTSLAs

ICTService

Portfolio

ICTQuality

Policy

ICTResources

Policy

ICTChange

Policy

ICTAvailability

and capacity plan

OrganisationalBCP

ICTContinuity

plan

ICTCSI

plan ICTRASCIs

UserDevicePolicy

Acceptable UsePolicy

ICTCompliance

Policy

ICTAcquisition

Policy

UsereMailPolicy

CMDBSDLCTool

chainInfrastructure

plan

Organisational

Vision and mission

policies plans structures

organisationalfunctional

contextual

ICT version

personnel financesales

ICTArchitecture

OrganisationalService

Portfolio

why how what

Qualitystandards

• Risk• Benefit• Resource

• Goals• Lifecycle• Measures

• Lists• Information• Relationships

DR planSOE

Change schedule

OrganisationalWork

Programme

OrganisationalAsset

Register

Governance artefacts are instruments by

which governors direct the enterprise

None of these are necessarily written down, but they all exist at some

level of formality if only oral

ICTKnowledge

base

Many-to-many

Direct

Balanced ScorecardCustomer Engagement

Customer satisfaction Quality of communications Frequency of meetings and

reviews Timely reporting

Internal Performance User satisfaction Timeliness Policy compliance of provisioning Quality of ticketing

Financial Performance Headcount Staff retention Staff productivity Budget tracking

Improvement and Growth Improvements delivered Knowledgebase growth Training programme delivered Coaching performance

http://www.basicsm.com/content/balanced-scorecard-service-desk

Service RASCI (Responsible, Accountable, Supporting, Consulted, Informed) v6

for telephony and related systems Delivery Manager CC Manager

Service administrator

Service Improvement

Service Supply

Level 2 technical IS CTO IS BRM

IS Service Desk Manager

IS Service Desk IS SMO

IS Change Manager

IS Release Manager

IS Principal Architect IS Ops IS VMO

STRATEGY AND DESIGNPolicy, strategy, and standards A R I I I C R CRisk and value management A R C C C R CPeople resource management A RService financial management A R IBusiness relationship management -strategic A R IService level agreements A R C C C C C S CQuality, assurance A R S SContinual improvement management A R S CService owner/service delivery manager A R IBusiness relationship management -tactical A RBusiness owner A R IService design A R C C C C R CBusiness architecture C C RInformation architecture C RSolution (service) architecture A R C R C IInfrastructure architecture C I R RSecurity architecture I I R RService integration and supplier performance A R S C S C SSupplier contractual management A C R SSupplier contractual management - Revera, Fujitsu, Vodafone etc C I A R Service portfolio and catalogue R C S CAvailability and capacity planning A R C I I S S

OPERATION AND SUPPORTBusiness relationship management -operational R S CHelpdesk/contact channels/service desk C R CSupport platform I R C S ISupport knowledge management R S IRequest Management C R S A CRequest fulfilment

Application administration tasks A R SIdentity and access provisioning A R R SDevice and system provisioning A R R SData error fixing A R ICapacity provisioning A,C R R IUser training and coaching RRemote access permissions C R RSite access at Revera R R I

Identity and access management R S SUser training RIncident Management C R A ILevel 1 support I R

triage, grey area analysis S I R Csupplier coordination S I R S

Level 2 support

RASCI

ITIL A reference not a

blueprint

Automation• Continuous Integration• Continuous Delivery• Continuous Deployment• Tool chain

978-0321601919

People

Practices

Things

improve

require

3Rs leadership ABC performance

policy

plans

leanCSI standard CMM

RASCI op model

process model tools proce

duresmetricsautomation

The 3 RsRoles, responsibilities, relationships

Rob EnglandThe IT Skepticwww.itskeptic.org@theitskeptic