Paper presented on ITSM Transformation as part of the ICMG 2010 Enterprise and IT Architecture Excellence Award for ITSM

1. Demand Driven, Service Oriented,
CIOE Management framework for
aligning Business Strategy Managers
with OPS & IT Managers in a Secure,
Managed Outsourced; environment

2. Don’s Ideal World
2

3. But everyone knows Pigs
don’t FLY !!
3

4. What is Service
Oriented
Architecture?

5. Restaurant Service Model
5

6. Restaurant Service Model
6

7. Restaurant Service Model
7

8. Restaurant Service Model
8

9. Restaurant Service Model
9

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

43. TML Remedy
Implementation
Proposed Milestone Plan

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