Optimizing IT Better Planning Better Control Better Results
Optimizing IT Better Planning, Better Control, Better Results Copyright © 2009 K-12 Technology Works 1
IT Today l l IT has a growing impact on organizations IT is fundamental for day-to-day operations IT is key to increasing productivity IT processes are now spread across organizations – l 2 not just IT or IS IT needs to function like a utility — “always on”
What This Means l The stakes have grown for IT – – – l 3 Do more with less Operate more effectively and efficiently Become more proactive and less reactive Transition from Support Center to Strategic Asset
CTO Concerns 1. 2. 3. 4. Infrastructure management Keeping up with technology Maintaining skills and knowledge Time and resource management 1990’s 4
CTO Concerns (Today) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 5 Managing costs, budgets and resources Meeting organization and user needs Aligning IT strategy with organization strategy Coping with change Dealing with senior management Recruiting and retaining staff Time and resource management Infrastructure management Keeping up with technology Maintaining skills and knowledge
What’s a CTO to do? l l Best Practices Without Best Practices – – – l With Best Practices – – 6 IT staff often “reinvent the wheel” Lessons learned are rarely shared Same mistakes are often repeated Improved quality, efficiency and effectiveness Reduced errors, risk, and wasted effort
Focus – IT Challenges l l l l 7 Keep IT Running Value Costs Mastering Complexity Aligning IT with Business Regulatory Compliance Security
Best Practices l l 8 IT Governance COBIT ITIL Infrastructure Optimization
Purpose of IT Governance l To direct IT endeavors and ensure that IT performance meets the following objectives: – – 9 Alignment of IT with the enterprise and realization of the promised benefits Use of IT to enable the enterprise by exploiting opportunities and maximizing benefits Responsible use of IT resources Appropriate management of IT-related risks
Focus Areas Strategic Alignment Performance Measurement Value Delivery IT Governance Resource Management 10 Risk Management
IT Governance l Strategic Alignment – l Value Delivery – l Optimal investment in and management of critical resources Performance Measurement – 11 Awareness, safeguarding and compliance Resource Management – l Prove intrinsic value by delivering on promises Risk Management – l Set goals, ensure linkage and devise strategies Track and monitor processes and resources
In Summary l l 12 IT governance ensures that IT goals are met and IT risks are mitigated such that IT delivers value to sustain and optimize enterprise operations Success is dependent on buy-in from all stakeholders Commitment starts with education Control and structure gained through the use of control frameworks
Control Frameworks 13
Framework Benefits l Business Focus – l Process Orientation – l Best Practices tend to develop a distinctive terminology Regulatory Compliance – 14 Good practices employed across the community evolve Common Language – l Organized processes with clear responsibilities General Acceptability – l IT aligned, meaningful priorities, executive sponsorship Easier to demonstrate when based on accepted standards
Frameworks for IT Governance l l l 15 Confidence of Executive Leadership Responsiveness of IT to Business Higher Return on Investment More Reliable Services More Transparency
COBIT l l l 16 Control Objectives for Information and related Technologies Globally accepted as the umbrella process model for IT best practice Balance between useful guidance and concise requirements Often seen in association with audit community (e. g. Sarbanes-Oxley) Information Systems Audit and Control Association (ISACA)
Cobi. T Cube 4 Domains 34 Processes 215 Control Objectives 17
COBIT Domains Plan and Organize Acquire and Implement 18 Deliver and Support Monitor and Evaluate
Plan and Organize PO 1 Define a Strategic IT Plan PO 2 Define the Information Architecture PO 3 Determine the Technological Direction PO 4 Define the IT Processes, Organization and Relationships PO 5 Manage the IT Investment PO 6 Communicate Management Aims and Direction PO 7 Manage IT Human Resources PO 8 Manage Quality PO 9 Assess and Manage Risks PO 10 Manage Projects 19
Acquire and Implement AI 1 AI 2 AI 3 AI 4 AI 5 AI 6 AI 7 20 Identify Automated Solutions Acquire and Maintain Application Software Acquire and Maintain Technology Infrastructure Enable Operation and Use Procure IT Resources Manage Changes Install and Accredit Solutions and Changes
Deliver and Support 21 DS 1 Define and Manage Service Levels DS 2 Manage Third-Party Services DS 3 Manage Performance and Capacity DS 4 Ensure Continuous Service DS 5 Ensure Systems Security DS 6 Identify and Allocate Costs DS 7 Educate and Train Users DS 8 Manage Service Desk and Incidents DS 9 Manage the Configuration DS 10 Manage Problems DS 11 Manage Data DS 12 Manage the Physical Environment DS 13 Manage Operations
Monitor and Evaluate ME 1 Monitor and Evaluate IT Performance ME 2 Monitor and Evaluate Internal Control ME 3 Ensure Compliance with External Requirements ME 4 Provide IT Governance 22
Framework Content l l 23 Process Definition Detailed Control Objectives
PO 1 – Define a Strategic IT Plan PO 1. 1 PO 1. 2 PO 1. 3 PO 1. 4 PO 1. 5 PO 1. 6 24 IT Value Management Business-IT Alignment Assessment of Current Capability and Performance IT Strategic Plan IT Tactical Plans IT Portfolio Management
Framework Content l l l 25 Process Definition Detailed Control Objectives Inputs and Outputs RACI Goals and Metrics
Generic Maturity Model l Five Level Ordinal Scale – – – 26 Level 1 – Initial Level 2 – Repeatable Level 3 – Defined Level 4 – Managed Level 5 - Optimized
ITIL l Information Technology Infrastructure Library – – – 27 A framework for managing IT Developed by OGC ITIL v 1, 1990’s – 30 Volumes ITIL v 2, 2001 – 8 Volumes ITIL v 3, 2007 – 5 Volumes
ITIL Worldwide l l l l 28 Aetna Barclays Bank Boeing Exxon Federal Express Fujitsu Guinness Hewlett Packard l l l l IBM Merrill Lynch Microsoft Oracle Proctor and Gamble Shell Oil Telstra
The New ITIL® Version 3 Library l Service Strategy – l Service Design – l Manage IT Service delivery and support Continual Service Improvement – – 29 Transition new and changed services into operations Service Operation – l Design and develop services and SM proc Service Transition – l Design, develop and implement service management Create and maintain business value through better service design, transition and operation
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Service Strategy l l 31 Developing Service Strategies Service Portfolio Management Financial Management Demand Management
Service Design l l l l 32 Service Catalog Management Service Level Management Availability Management Capacity Management Continuity Management Information Security Supplier Management
Service Transition l l l l 33 Transition Planning and Support Change Management Asset and Configuration Management Release and Deployment Validation and Testing Evaluation Knowledge Management
Service Operation l l l 34 Incident Management Problem Management Event Management Request Management Access Management
Continual Service Improvement l l l 35 Service Measurement 7 Step Improvement Process Deming Cycle CSI Model Service Reporting ROI for CSI
OPTIMIZING IT Better Planning, Better Control, Better Results K-12 INFRASTRUCTURE OPTIMIZATION (IO) 36
K 12 IO Model 37 Ad-hoc Informal Formal Agile Distributed Static Overweight Manual processes Unpredictable Hybrid Structured Consumer Stable Centralized Flexible Rationalized Monitored Collaborative Adaptive Fully automated Dynamic Self assessing Reactive Cost Center Proactive Strategic Asset
K 12 IO Drivers Technology Economic Legal Val IT Customers ITIL Cobi. T 38 Industry Standards K 12 IO Best Practices
K 12 IO Domains Identity Management Resource Management* Support Management* Application Management* 39 Business Continuity Planning §Servers §Workstations §Peripherals §Networking Equipment §Cabling System §Software §Communications Equipment
K 12 IO Results l l 40 Optimize IT resources Measure growth Become a strategic asset Provide the catalyst for change
Defined Process Model l Services Requests – – l l How do users request service? How does IT interact regarding requests? How is security maintained? How are assets tracked? How long are records kept? What happens in case of a disaster?
Generic Process Model Roles RWO Task Rules RWO
Operational Processes A Process Led Approach Where do we want to be? Vision and Business Objectives Where are we now? Assessments How do we get where we want to be? Process Change How do we know when we’ve arrived? Metrics
Continual Process Improvement Document As-Is Process Establish Measurements Follow Process Measure Performance Identify and Implement Improvements
Business Process Reengineering Scope Project Learn from Others Create To-be Process Plan Transition Implement
Optimizing IT l l l l Adopt Best Practices Identify Baseline Business Alignment Process Improvement Develop Business Case Project Management Monitor, Measure and Report
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