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Drew Jaehnig, Chief, Services Delivery Division, DISA Amy Speth, Executive Director, IT Service Management, Femme Comp, Inc. IT Service Management in DISA HDI Government Conference June 17, 2009
Session Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
DISA Mission & Vision ,[object Object],[object Object],[object Object],[object Object]
DISA Lines of Operation ,[object Object],[object Object],[object Object],[object Object]
 
DISA ITSM Vision and Strategy ,[object Object],[object Object]
DISA ITSM Goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DISA Goal: ISO/IEC 20000 ,[object Object],[object Object],[object Object]
Shift to Value Shift the focus to the value of IT services provided Less More Technology Focus               Process and Value Focus "Fire-Fighting“ MO               Preventative MO Reactive Support               Proactive Support End Users               Customers Who Derive Value Fragmented Effort               Centrally Managed Effort Isolated Activities, Silos               Integrated Activities, Enterprise-Wide "One Off", Ad Hoc Processes               Repeatable, Accountable Processes “ Evolved” Processes of Multiple Adaptations               Formal and Structured Best Practices IT Internal Perspective               External Facing Perspective IT Operational Performance Focus               Service Level Performance Focus
IT Service Management Office Process Owner Process Owner Process Owner   Principle ITSMO Director DISA IT Service Manager CSD IT Service Manager NS IT Service Manager GO IT Service Manager Other Service Managers
Levels of Authority
ITSM Governance   DISA CAB EIGB Director (s) /  Commander (s) Board of Directors Process Owner (s) Process Manager (s) Chaired by ITSMO  Director Policies Processes CCBs Chaired by Change Management Chaired by Functional  Managers Command Relationship Functional Process Relationship
[object Object],[object Object],[object Object]
ITIL V3 Lifecycle Model
ITIL Processes Under Reformation
5-Phased Approach Key Milestone Tracking Y Overall Indicator Previous Current B B B B Y G B Y B B B B Y G B R B G Y G G G G G Y G G G G G R G G G G G Y G G G G R R B B G G R R B Y Activity Dates Previous/New Previous Current Phase I Designate Process Owner Mar 1 09/TBD Conduct kickoff with Core Team Mar 20 09 Assess current & desired maturity levels Jun 23 08 Publish Process Charter May 29 09 /  Jun 24 09 Gather Existing As-Is Documentation Apr 10 09 Baseline As-Is Process & Gap Analysis May 11 09 Phase II Publish Policy and Process Strategy Apr 24 09 Publish Workflow Diagrams and process inter-dependencies Jun 19 09 Map Functional Roles to  Current Organization Jul 31 09 Publish RACI Matrix  Apr 10 09 Select critical key performance indicators Jun 9 09 / TBD Publish phased implementation plan toward desired state Apr 13 09 Schedule regular IPRs Mar 10 09/TBD Activity Dates Previous/New Previous Current Phase III Complete phased data measurement plan Jun 30 09 Publish communications plan Jun 4 09 / TBD Business Case Analysis Jul 20 09 Publish Process Documentation Jun 26 09 Present Organizational recommendations Jun 26 09 Phase IV Complete training in functional roles Sep 12 09 Initiate performance reporting Jul 20 09 Implement Toolset Support Jun 19 09 Implement Process for Handling RFCs Jul 11 09 Phase V Publish Procedures Jul 11 09 Approve CSI initiatives Jun 29 09 Initiate Auditing & Compliance inspections Dec 1 09 On Schedule Missed Original Date R G At Risk of Delay Y Completed B
Integrated Communications Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process Maturity Assessments ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The in-cope processes were assessed to determine the current and target (2010) process maturity levels. The combination of maturity level and dimension allowed the project team to focus on those aspects of the processes that most need improvement
Initiation (Level 1) ,[object Object],[object Object],Area Attributes Vision and Steering Minimal funds and resources with little activity Results temporary, not retained Sporadic reports and reviews Process Loosely defined processes and procedures, used reactively when problems occur Totally reactive processes Irregular, unplanned activities People Loosely defined roles and responsibilities Technology Manual processes or a few specific, discrete tools (pockets/islands) Culture Tool and technology-based and driven with a strong activity focus
Awareness (Level 2) ,[object Object],[object Object],Area Attributes Vision and Steering No clear objectives or formal targets Funds and resources available Irregular, unplanned activities, reporting and reviews Process Defined processes and procedures Largely reactive processes Irregular, unplanned activities People Self-contained roles and responsibilities Technology Many discrete tools , but a lack of control Data stored in separate locations Culture Product and service-based and driven
Control (Level 3) ,[object Object],[object Object],Area Attributes Vision and Steering Documented and agreed formal objectives and targets Formally published, monitored and reviewed plans Well-funded and appropriately resourced Regular, planned reporting and reviews Process Clearly defined and well-publicized processes and procedures Regular, planned activities Good documentation Occasionally proactive process People Clearly defined and agreed roles and responsibilities Formal objectives and targets Formalized process training plans Technology Continuous data collection with alarm and threshold monitoring Consolidated data retained and used for formal planning, forecasting and trending Culture Service and Customer-oriented with formalized approach
Integration (Level 4) ,[object Object],[object Object],Area Attributes Vision and Steering Clear direction with business goals, objectives and formal targets, measured progress Effective management reports actively used Integrated process plans linked to business and IT plans Regular improvements, planned and reviewed Process Well-defined processes, procedures and standards, included in all IT staff job descriptions Clearly defined process interfaces and dependencies Integrated Service Management and systems development process Mainly proactive process People Inter- and intra-process team working Responsibilities clearly defined in all IT job descriptions Technology Continuous monitoring measurement, reporting and threshold altering to a centralized set of integrated toolsets, databases and processes Culture Business focused with an understanding of the wider issues
Optimization (Level 5) ,[object Object],[object Object],Area Attributes Vision and Steering Integrated strategic plans inextricably linked with overall business plans, goals and objectives Continuous monitoring, measurement, reporting alerting and reviews linked to a continual process of improvement Regular reviews and/or audits for effectiveness, efficiency and compliance Process Well-defined processes and procedures part of corporate culture Proactive and pre-emptive process People Business aligned objectives and formal targets actively monitored as part of  the everyday activity Roles and responsibilities part of an overall corporate culture Technology Well-documented overall tool architecture with complete integration in all areas of people, processes and technology Culture A continual improvement attitude, together with a strategic business focus. An understanding of the value of IT to the business and its role within the business value chain
Example Case Maturity Levels
Example Case Maturity Initiatives
Process Maturity by Process Example:  Service Transition
Process Maturity by Discipline
Process Maturity Level Tracking Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10 Initiatives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2010 Target: 4 2010 Target: 4 2010 Target: 4 2010 Target: 4 2010 Target: 3
COPIS   Review Suppliers Inputs Process Outputs Customers Step 1 Step 2 Step 3 Step 4 Examples Data Parts Application Raw materials Examples Services Products Reports Metrics Raw data Examples Internal External Vendors Producers Management Upstream Process Examples Internal External Vendors End users Management Downstream Process
Process Workflow Diagrams Example:  Release & Deployment
Roles & Responsibility Matrix Example:  Change Management Legend: Responsible - do work to achieve an outcome from the process (one or more parties)  Accountable - ultimately accountable for the completion of the outcome (one party per outcome) Consulted - opinions are sought throughout or at particular points in the process  Informed - kept up-to-date on progress and outcomes Project Baseline Change Procedure   Change Process Owner Change Process Manager Program Manager Project Manager Service Manager IT Mgmt Enter RFC into tracking system   I A R C   Verify Basic Information is present A R C I Review Impact Analysis   A R C I C Review Test Plan/Results A R C I C Review Resource Requirements A R C I C Review Risk Analysis A R C I C Review Backout/remediation Plan A R C I Determine if Change is accepted or rejected   A/R I      
RACI Matrix Guidelines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
RACI Matrix Evaluation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Methods & Procedures Tracking Example:  Service Operation Menu Selection mm/dd/yy Closure mm/dd/yy Fulfillment mm/dd/yy Other Approvals mm/dd/yy Financial Approvals mm/dd/yy Request Fulfillment Process Owner: NS6 M&Ps:mm/dd/yy Access Management Request Access mm/dd/yy Verification mm/dd/yy Providing Rights mm/dd/yy Identify Status mm/dd/yy Logging & Tracing mm/dd/yy Removing/ Restricting mm/dd/yy Process Owner: NSC M&Ps:mm/dd/yy Standardization xxx xxxxx xx/xx/x Activity not Standardized xxx xxxxx xx/xx/x Activity Standardized M & Ps All M&Ps not Documented All M&Ps Documented Incident Management Identification mm/dd/yy Log/record mm/dd/yy Categorize mm/dd/yy Priortize mm/dd/yy Initial Diagnosis mm/dd/yy Escalate mm/dd/yy Investigate & Diagnose mm/dd/yy Resolution & Recovery mm/dd/yy Closure mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Event Management Occurrences mm/dd/yy Notification mm/dd/yy Detection mm/dd/yy Filtering mm/dd/yy Significance categorize mm/dd/yy Correlation mm/dd/yy Triggers mm/dd/yy Response Selection mm/dd/yy Review  Actions mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Closure mm/dd/yy Problem Management Identify mm/dd/yy Log/record mm/dd/yy Categorize mm/dd/yy Prioritize mm/dd/yy Investigation & Diagnosis mm/dd/yy Decide on Workarounds mm/dd/yy Identification Of Known Errors mm/dd/yy Resolution mm/dd/yy Closure mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Review mm/dd/yy Correction Of Errors Found mm/dd/yy
Methods & Procedures Example:  Request Fulfillment 1 of 2 Activities M&P Title Suspense Menu Selection Select Service / Enter Purpose   May 30 09 Menu Selection Get Existing Circuit Info   May 30 09 Menu Selection Enter Order/Request Info   May 30 09 Menu Selection Enter Requester Status and Ordering Authority   June 8 09 Menu Selection Enter Top-level Order Requirements June 15 09  Menu Selection Enter Required Authorizations and POCs June 15 09  Financial Approval Obtain Financial Approval June 30 09  Other Approvals Determine/Obtain Other Approvals June 30 09 Fulfillment Perform Pre-Fulfillment Request Quality Check June 11 09  Fulfillment Review and validate Request/Order June 11 09  Fulfillment Validate Request June 18 09  Fulfillment Coordinate with Requester June 4 09  Fulfillment Determine DISN and/or Non-Network Transport June 4 09 Fulfillment Determine Supportability and Transport Requirement June 4 09
Methods & Procedures Example:  Request Fulfillment 2 of 2 Activities M&P Title Suspense Fulfillment Fulfill IP Service Requirements June 30 09 Fulfillment Fulfill Optical Service Requirements June 30 09 Fulfillment Fulfill Promina Requirements June 30 09 Fulfillment Fulfill ATM Requirements   June 30 09 Fulfillment Update, Finalize Engineering and Finalize Request/Order   June 11 09 Fulfillment Execute DITCO Actions June 30 09  Fulfillment Coordinate CLASSIFIED / COMSEC Requirements June 4 09  Fulfillment Oversee Fulfillment Completion June 15 09  Fulfillment Oversee Installation June 15 09 Fulfillment Follow-up to RFU June 15 09 Closure Close Service Request   May 30 09 Closure Close Request/Order May 30 09 
What is SMART ? ,[object Object],[object Object],[object Object],[object Object],[object Object],What you measure is what you get
Good Metrics vs Bad Metrics ,[object Object],Metrics Characteristics Characteristics Good Metric Bad Metric Specific Help Desk call by hour by technician Help Desk volume Measurable Customer satisfaction survey score Customer satisfaction  Actionable No. of Help Desk problems addressed No. of calls received at Help Desk Relevant Percent of projects delivered on time Percent of projects begun Time-Bound Present rate of closed tickets Prior year rate of closed tickets
Process Metrics Plan Example:  Request Fulfillment No. KPI Metric Categories 1a Number of Request Fulfilled by service type By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 1b Number of Request in Queue or in process by service type By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 1c Number of Requests Fulfilled completed within 30 days of ordered service date By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 2a Actual Delivery Times By Service Type NIPRNET, DVS, etc. 2b v. Customer Requested Time NIPRNET, DVS, etc. 2c v. Published Lead Time NIPRNET, DVS, etc. 3a Processing Time in Phase By Phase (process Step), Average and worst Customer, Theater, Service 4a Service Delivery Success Rate (SDSR) By Range of Days Overdue NIPRNET, DVS, etc.  AF, Navy, Army, etc. 4b Relative to phase threshold NIPRNET, DVS, etc.  AF, Navy, Army, etc. 4c By Theatre of Operation CONUS, EUR, PAC 4d By Service NIPRNET, DVS, etc. 4e By Customer Group AF, Navy, Army, etc. 4f Relative to Customer Requested Time NIPRNET, DVS, etc.  AF, Navy, Army, etc. 4g Relative to Published Lead Time NIPRNET, DVS, etc.  AF, Navy, Army, etc. 5a Circuit Delays Reasons By Service NIPRNET, DVS, etc. 5b By Issue Certification & Accreditation 5c By Organization  Customer, Vendor, DISA, B/P/C/S 6a Cost of Delays Aggregate by service   7a Number of Crypto Units for SIPRNET By Customer with Requirement AF, Army, Navy, etc.
Process Timelines Example:  Request Fulfillment Major and Detail Milestones
Continual Service Improvement The Deming Cycle
Quick Win opportunities
[object Object],[object Object],[object Object]
Goal: ITIL Workflow Incident Mgt. Problem Mgt. Change Mgt. Release Mgt. Deployment Mgt. Capacity Mgt. Availability Mgt. Continuity Mgt. Security Mgt. Service Strategy Service Catalog Mgt. Service Validation Transition Planning & Support Mgt. Service Lvl Mgt. Configuration & Asset Management / Knowledge Management / Work Flow Event Mgt. Request  Fulfillment Order Entry Menu Select Monitoring & Control Service Desk TNOSCs GNSC GNC NS GISMC Etc. TSR’s/RFS Non-Standard Changes (FC) Visibility of all
Challenge:  Lack of Integrated Workflow Tools
Challenge:  Currently Manual Data Flows Limited validation for manually entered data Request Order Engineer Contract Install Operate Bill DDOE DITCO WWOLS CM Tool EMS/NMS CFE Processes Tools CM Tools WWOLS Data Flow is manually managed with opportunities for errors between work groups CM tools aligned by technology; no end-to-end ckt layout Missing B/P/C/S inventory data complicates last ½ mile engr/implement Email, Vmail, phone/conference calls
Toolset Goal: System Transition to Enable Rapid Agile Provisioning RAP is a fully integrated and automated service delivery capability from initial service requests through fulfillment and provides continuous status updates.
NS  “services – NS specific procedures” 310-130-1 (2002) Today …. Functional silos PLD  “contracts – PLD specific procedures” 350-135-1 (2005) & FAR GE  “engineering – GE specific procedures ”  350-135-1 (2005)   & FAR  Request NEW focus on the process rather than directorates (functional base)  Moving away from “Circular” concept towards standardized hierarchy based on ISO 9000 structure of policy, process, procedure all owned by the Process Owner.  This will also help execute the change to a process based organization.  Existing 310-130 & 350-135-1 can be combined into standard document – subject to Change management and Configuration control. Challenge:  Barriers Between Functional Silos CFE  “financial – CFE specific procedures ”  350-135-1 (2005)   & FAR  GO  “operations – GO specific procedures ”  350-135-1 (2005)   & FAR  To be …. Standardized across all theaters, all directorates Request ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Challenge:  Delineation of Intertwined Processes  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Action Steps Typically Crossing  Process Boundaries 1 2 3 - 4 5 6 7 8
Proactive, streamlined, fast Reactive, Slow, Cumbersome Current Goal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Challenge:  Cumbersome Requirements Management Process
PROCEDURES  Based on positioning  310-130 at this level (Process Managers & Workers) WORK INSTRUCTIONS / DETAILS   Tool-specific content Extracted from 310-130 (Workers and Vendor Documentation) Challenge: Excessive lead times for approvals to update documentation PROCESS   Based on ITIL V3 with customized appendices (Process Owners & Process Managers) POLICY  Based on ISO 20000 and CobiT with customized appendices (Executives and Process Owners) Future Today DoD Directives DISA Circulars DoD Instructions CJCSIs DISA Instructions MOAs DISA EUR Inst DISA PAC Inst DISA CONUS Inst DFAR
Other Challenges ,[object Object],[object Object],[object Object],[object Object]
Timeline of Accomplishments ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Accomplishment: Performance-Based Contracts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],TREC1 (TO 36) Surveys and Planning TREC2 (TO 36) Deployment and Verification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Accomplishment: Establish Formal Change Management for Processes Approved Request For Change (RFC) items that support Request Fulfillment functions. RFC 0012 Eliminate Unfunded Requirements RFC 01000 TSR – TSO Wrap Around RFC 00016 Modify TSR Item 416 Mandatory RFC 00005 Frame Relay Services RFC 00004 ATM Services RFC 00002 310-130-1 DISA Circular Update RFC 00009 Common Language Business Case
Critical Success Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Way-Ahead ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Useful Links ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
www.disa.mil

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Disa Itsm V1.2

  • 1. Drew Jaehnig, Chief, Services Delivery Division, DISA Amy Speth, Executive Director, IT Service Management, Femme Comp, Inc. IT Service Management in DISA HDI Government Conference June 17, 2009
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  • 10. Shift to Value Shift the focus to the value of IT services provided Less More Technology Focus               Process and Value Focus "Fire-Fighting“ MO               Preventative MO Reactive Support               Proactive Support End Users               Customers Who Derive Value Fragmented Effort               Centrally Managed Effort Isolated Activities, Silos               Integrated Activities, Enterprise-Wide "One Off", Ad Hoc Processes               Repeatable, Accountable Processes “ Evolved” Processes of Multiple Adaptations               Formal and Structured Best Practices IT Internal Perspective               External Facing Perspective IT Operational Performance Focus               Service Level Performance Focus
  • 11. IT Service Management Office Process Owner Process Owner Process Owner Principle ITSMO Director DISA IT Service Manager CSD IT Service Manager NS IT Service Manager GO IT Service Manager Other Service Managers
  • 13. ITSM Governance DISA CAB EIGB Director (s) / Commander (s) Board of Directors Process Owner (s) Process Manager (s) Chaired by ITSMO Director Policies Processes CCBs Chaired by Change Management Chaired by Functional Managers Command Relationship Functional Process Relationship
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  • 16. ITIL Processes Under Reformation
  • 17. 5-Phased Approach Key Milestone Tracking Y Overall Indicator Previous Current B B B B Y G B Y B B B B Y G B R B G Y G G G G G Y G G G G G R G G G G G Y G G G G R R B B G G R R B Y Activity Dates Previous/New Previous Current Phase I Designate Process Owner Mar 1 09/TBD Conduct kickoff with Core Team Mar 20 09 Assess current & desired maturity levels Jun 23 08 Publish Process Charter May 29 09 / Jun 24 09 Gather Existing As-Is Documentation Apr 10 09 Baseline As-Is Process & Gap Analysis May 11 09 Phase II Publish Policy and Process Strategy Apr 24 09 Publish Workflow Diagrams and process inter-dependencies Jun 19 09 Map Functional Roles to Current Organization Jul 31 09 Publish RACI Matrix Apr 10 09 Select critical key performance indicators Jun 9 09 / TBD Publish phased implementation plan toward desired state Apr 13 09 Schedule regular IPRs Mar 10 09/TBD Activity Dates Previous/New Previous Current Phase III Complete phased data measurement plan Jun 30 09 Publish communications plan Jun 4 09 / TBD Business Case Analysis Jul 20 09 Publish Process Documentation Jun 26 09 Present Organizational recommendations Jun 26 09 Phase IV Complete training in functional roles Sep 12 09 Initiate performance reporting Jul 20 09 Implement Toolset Support Jun 19 09 Implement Process for Handling RFCs Jul 11 09 Phase V Publish Procedures Jul 11 09 Approve CSI initiatives Jun 29 09 Initiate Auditing & Compliance inspections Dec 1 09 On Schedule Missed Original Date R G At Risk of Delay Y Completed B
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  • 26. Example Case Maturity Initiatives
  • 27. Process Maturity by Process Example: Service Transition
  • 28. Process Maturity by Discipline
  • 29.
  • 30. COPIS Review Suppliers Inputs Process Outputs Customers Step 1 Step 2 Step 3 Step 4 Examples Data Parts Application Raw materials Examples Services Products Reports Metrics Raw data Examples Internal External Vendors Producers Management Upstream Process Examples Internal External Vendors End users Management Downstream Process
  • 31. Process Workflow Diagrams Example: Release & Deployment
  • 32. Roles & Responsibility Matrix Example: Change Management Legend: Responsible - do work to achieve an outcome from the process (one or more parties) Accountable - ultimately accountable for the completion of the outcome (one party per outcome) Consulted - opinions are sought throughout or at particular points in the process Informed - kept up-to-date on progress and outcomes Project Baseline Change Procedure   Change Process Owner Change Process Manager Program Manager Project Manager Service Manager IT Mgmt Enter RFC into tracking system   I A R C   Verify Basic Information is present A R C I Review Impact Analysis   A R C I C Review Test Plan/Results A R C I C Review Resource Requirements A R C I C Review Risk Analysis A R C I C Review Backout/remediation Plan A R C I Determine if Change is accepted or rejected   A/R I      
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  • 35. Methods & Procedures Tracking Example: Service Operation Menu Selection mm/dd/yy Closure mm/dd/yy Fulfillment mm/dd/yy Other Approvals mm/dd/yy Financial Approvals mm/dd/yy Request Fulfillment Process Owner: NS6 M&Ps:mm/dd/yy Access Management Request Access mm/dd/yy Verification mm/dd/yy Providing Rights mm/dd/yy Identify Status mm/dd/yy Logging & Tracing mm/dd/yy Removing/ Restricting mm/dd/yy Process Owner: NSC M&Ps:mm/dd/yy Standardization xxx xxxxx xx/xx/x Activity not Standardized xxx xxxxx xx/xx/x Activity Standardized M & Ps All M&Ps not Documented All M&Ps Documented Incident Management Identification mm/dd/yy Log/record mm/dd/yy Categorize mm/dd/yy Priortize mm/dd/yy Initial Diagnosis mm/dd/yy Escalate mm/dd/yy Investigate & Diagnose mm/dd/yy Resolution & Recovery mm/dd/yy Closure mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Event Management Occurrences mm/dd/yy Notification mm/dd/yy Detection mm/dd/yy Filtering mm/dd/yy Significance categorize mm/dd/yy Correlation mm/dd/yy Triggers mm/dd/yy Response Selection mm/dd/yy Review Actions mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Closure mm/dd/yy Problem Management Identify mm/dd/yy Log/record mm/dd/yy Categorize mm/dd/yy Prioritize mm/dd/yy Investigation & Diagnosis mm/dd/yy Decide on Workarounds mm/dd/yy Identification Of Known Errors mm/dd/yy Resolution mm/dd/yy Closure mm/dd/yy Process Owner: GO M&Ps:mm/dd/yy Review mm/dd/yy Correction Of Errors Found mm/dd/yy
  • 36. Methods & Procedures Example: Request Fulfillment 1 of 2 Activities M&P Title Suspense Menu Selection Select Service / Enter Purpose   May 30 09 Menu Selection Get Existing Circuit Info   May 30 09 Menu Selection Enter Order/Request Info   May 30 09 Menu Selection Enter Requester Status and Ordering Authority   June 8 09 Menu Selection Enter Top-level Order Requirements June 15 09  Menu Selection Enter Required Authorizations and POCs June 15 09  Financial Approval Obtain Financial Approval June 30 09  Other Approvals Determine/Obtain Other Approvals June 30 09 Fulfillment Perform Pre-Fulfillment Request Quality Check June 11 09  Fulfillment Review and validate Request/Order June 11 09  Fulfillment Validate Request June 18 09  Fulfillment Coordinate with Requester June 4 09  Fulfillment Determine DISN and/or Non-Network Transport June 4 09 Fulfillment Determine Supportability and Transport Requirement June 4 09
  • 37. Methods & Procedures Example: Request Fulfillment 2 of 2 Activities M&P Title Suspense Fulfillment Fulfill IP Service Requirements June 30 09 Fulfillment Fulfill Optical Service Requirements June 30 09 Fulfillment Fulfill Promina Requirements June 30 09 Fulfillment Fulfill ATM Requirements   June 30 09 Fulfillment Update, Finalize Engineering and Finalize Request/Order   June 11 09 Fulfillment Execute DITCO Actions June 30 09  Fulfillment Coordinate CLASSIFIED / COMSEC Requirements June 4 09  Fulfillment Oversee Fulfillment Completion June 15 09  Fulfillment Oversee Installation June 15 09 Fulfillment Follow-up to RFU June 15 09 Closure Close Service Request   May 30 09 Closure Close Request/Order May 30 09 
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  • 40. Process Metrics Plan Example: Request Fulfillment No. KPI Metric Categories 1a Number of Request Fulfilled by service type By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 1b Number of Request in Queue or in process by service type By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 1c Number of Requests Fulfilled completed within 30 days of ordered service date By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service 2a Actual Delivery Times By Service Type NIPRNET, DVS, etc. 2b v. Customer Requested Time NIPRNET, DVS, etc. 2c v. Published Lead Time NIPRNET, DVS, etc. 3a Processing Time in Phase By Phase (process Step), Average and worst Customer, Theater, Service 4a Service Delivery Success Rate (SDSR) By Range of Days Overdue NIPRNET, DVS, etc. AF, Navy, Army, etc. 4b Relative to phase threshold NIPRNET, DVS, etc. AF, Navy, Army, etc. 4c By Theatre of Operation CONUS, EUR, PAC 4d By Service NIPRNET, DVS, etc. 4e By Customer Group AF, Navy, Army, etc. 4f Relative to Customer Requested Time NIPRNET, DVS, etc. AF, Navy, Army, etc. 4g Relative to Published Lead Time NIPRNET, DVS, etc. AF, Navy, Army, etc. 5a Circuit Delays Reasons By Service NIPRNET, DVS, etc. 5b By Issue Certification & Accreditation 5c By Organization Customer, Vendor, DISA, B/P/C/S 6a Cost of Delays Aggregate by service   7a Number of Crypto Units for SIPRNET By Customer with Requirement AF, Army, Navy, etc.
  • 41. Process Timelines Example: Request Fulfillment Major and Detail Milestones
  • 42. Continual Service Improvement The Deming Cycle
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  • 45. Goal: ITIL Workflow Incident Mgt. Problem Mgt. Change Mgt. Release Mgt. Deployment Mgt. Capacity Mgt. Availability Mgt. Continuity Mgt. Security Mgt. Service Strategy Service Catalog Mgt. Service Validation Transition Planning & Support Mgt. Service Lvl Mgt. Configuration & Asset Management / Knowledge Management / Work Flow Event Mgt. Request Fulfillment Order Entry Menu Select Monitoring & Control Service Desk TNOSCs GNSC GNC NS GISMC Etc. TSR’s/RFS Non-Standard Changes (FC) Visibility of all
  • 46. Challenge: Lack of Integrated Workflow Tools
  • 47. Challenge: Currently Manual Data Flows Limited validation for manually entered data Request Order Engineer Contract Install Operate Bill DDOE DITCO WWOLS CM Tool EMS/NMS CFE Processes Tools CM Tools WWOLS Data Flow is manually managed with opportunities for errors between work groups CM tools aligned by technology; no end-to-end ckt layout Missing B/P/C/S inventory data complicates last ½ mile engr/implement Email, Vmail, phone/conference calls
  • 48. Toolset Goal: System Transition to Enable Rapid Agile Provisioning RAP is a fully integrated and automated service delivery capability from initial service requests through fulfillment and provides continuous status updates.
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  • 52. PROCEDURES Based on positioning 310-130 at this level (Process Managers & Workers) WORK INSTRUCTIONS / DETAILS Tool-specific content Extracted from 310-130 (Workers and Vendor Documentation) Challenge: Excessive lead times for approvals to update documentation PROCESS Based on ITIL V3 with customized appendices (Process Owners & Process Managers) POLICY Based on ISO 20000 and CobiT with customized appendices (Executives and Process Owners) Future Today DoD Directives DISA Circulars DoD Instructions CJCSIs DISA Instructions MOAs DISA EUR Inst DISA PAC Inst DISA CONUS Inst DFAR
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  • 56. Accomplishment: Establish Formal Change Management for Processes Approved Request For Change (RFC) items that support Request Fulfillment functions. RFC 0012 Eliminate Unfunded Requirements RFC 01000 TSR – TSO Wrap Around RFC 00016 Modify TSR Item 416 Mandatory RFC 00005 Frame Relay Services RFC 00004 ATM Services RFC 00002 310-130-1 DISA Circular Update RFC 00009 Common Language Business Case
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Hinweis der Redaktion

  1. Cultural shift in the IT Workforce.
  2. Step 2 – Create vision for cross directorate implementation Identify Executive sponsor Communicate cross directorate authority Identify Process governance team (EIGB) Has cross directorate membership Establishes Policies Identify process steering committee Group to determine way ahead for overall process implementations Knowledgeable about legal & regulatory aspects of change Identify strategy for implementation going forward Identify which processes will go in initially Build on process dependencies to move forward
  3. Finally, identify the people, systems, or upstream processes that supply the inputs. Take special note of any upstream process, do the inputs of this process match the outputs of the upstream process? List the suppliers on the diagram.
  4. What Needs to be Accomplished to Achieve Success? Central CMDB Integrated Order Entry, Order Management, and CMDB solution Bi-directional Cross-Domain Solution Common Request Fulfillment workflow across all theaters of operation Measurable service delivery processes with end-end accountability and change control Data standards compatible with commercial industry From left to right, this slide illustrates the transition phases of the DISN Request Fulfillment System. Initially, there is an array of silo configuration databases and element management applications that do not share information. In addition, there is no real-time data integration between any of these legacy tools, resulting in complex operations, high sustainment costs, and ultimately poor delivery of services. Starting in FY06, investment resources were used to start the consolidation of CM databases through the acquisition and deployment of the IP Change and Configuration Management (IP CCM) tool, ArcSight NCP, that will provide a single CMDB for all IP managed devices.
  5. Process and Procedures are intermingled with Policy and require 9-12 months to staff changes