NOAALink and the CSI Process

Transcription

1 NOAALink and the CSI Process Ted Gaughan and Kurt McWhirter Principal Consultants Copyright 2010 PA&E Global All rights reserved.

2 This white paper presents an analysis of NOAALink Goals and Objectives in the context of the IT Infrastructure Library (ITIL ) Continual Service Improvement (CSI) process. The National Oceanic and Atmospheric Administration (NOAA) is the international authority on oceanic, climatic and environmental conditions worldwide. NOAA collects global data in the areas of weather and water forecasts, search and rescue, climate change, environmental images, coastal maps, and ecosystems management, processes the data on a real-time basis, develops analyzes the results and compiles and disseminates work products worldwide. With its value network of internal organizational resources, other government agencies (e.g., DOD and NASA), international governmental organizations, and private industry partners, NOAA is constantly adopting improved means to manage and deliver data and information. Each of the NOAA organizations has specific goals and objectives (scientific and/or sustaining technology-based infrastructure) that directly support this overall mission. An example of a mission-critical function is the real-time monitoring of meteorological conditions (i.e., acquiring, processing, analyzing, modeling, interpreting and deriving meteorological information to a statistically quantified level of certainty) and issuing public tornado alerts for specific geographic locations at least 15-minutes in advance of a tornado strike. This single effort saves thousands of lives every year. Continual Service Improvement (CSI) For mature IT organizations, success is determined by the development and delivery of services to meet business needs. Maturity is also found by establishing a culture that is open to change ensuring the ongoing success of the organization. Within Service Management, this is achieved through Continuous Service Improvement (CSI). At the heart of CSI is the concept of never accepting good enough but always looking for (and finding) opportunities to make things better. CSI is inherent to every process by recognizing that the supporting procedures and work instructions are enveloped by improvement opportunities. Having this understanding creates a sense of empowerment and motivation with each individual encouraging the opportunity to find potential improvements. The CSI Model Knowing where to start with any improvement initiative can be difficult. The ITIL CSI model provides a high-level approach to identifying, evaluating and implementing viable improvements. This methodology has several advantages, including: Focusing on business needs for improvement; Establishing a baseline or starting point; Providing direction based on a long-term vision; Planning for execution and reviewing results; and Repeatability. Copyright 2010 PA&E Global 1

3 ITIL CSI Model The established best practice for implementing the CSI model is by applying the 7-step improvement process. The 7-Step Improvement Process The 7-Step Improvement Process, depicted below, provides a systematic approach to identifying, evaluating and measuring opportunities to improve delivery of IT services. The intended outcome is to improve the efficiency and/or effectiveness of IT services that directly support the overall business goals and objectives. Metrics provide the basis for verifying and validating all improvements. Without good metrics, it is difficult to understand both the starting point for the improvement as well as the eventual end point after the implementation. The metrics provide the evidence of the achievements delivered by the improvement. The 7-Step Improvement Process illustrates the steps necessary to understand the metrics required for the improvement. Copyright 2010 PA&E Global 2

4 The 7-Step Improvement Process NOAALink and the CSI Process From the NOAALink Performance Work Statement (PWS) we know that NOAA's current IT environment, contracting, and governance practices limit the organization's ability to readily leverage economies of scale and provide end-to-end visibility into IT operations. Key elements of the NOAALink PWS directly correlate to, and are readily understood within the context of the 7-Step Improvement Process. NOAALink focuses both on enterprise- and service area-level requirements for IT products and services. The initiative leverages the potential of a total, interdependent system of NOAA capabilities, based upon five foundational pillars: 1) Build Strategic Alignment; 2) Develop IT Capabilities; 3) Leverage Resources; 4) Strengthen Strategic Partnerships; and 5) Organize for Continuous Improvement and Innovation. Within each pillar is embedded a series of strategic or enterprise-level IT requirements. Flowing from these requirements is a series of IT service-area requirements grouped within five Copyright 2010 PA&E Global 3

5 management components for the purpose of establishing a standard framework for meeting NOAA s mission needs: 1) Strategic Management; 2) Customer Care; 3) Infrastructure Management; 4) Business Management; and 5) Information Security and Risk Management. NOAALink will employ the Federal Segment Architecture Methodology (FSAM). This methodology is a repeatable process in support of improving NOAA's mission execution and service delivery to stakeholders and business partners. The FSAM includes step-by-step guidance based on business-driven, results-oriented architecture. Within the context of NOAALink each of the FSAM process steps is important in the development of a complete and actionable segment architecture. In order for the segment architecture to be "actionable", it must include specific, measurable milestones and deliverables that, once achieved, will lead to the targeted performance improvements. In the following table, we correlate these factors of the NOAALink initiative to each part of the 7-Step Improvement Process. NOAALink and the 7-Step Improvement Process Vision: Strategy: Improvement Process NOAALink Performance Work Statement Challenge The National Oceanic and Atmospheric Administration (NOAA) is constantly adopting improved means to manage and deliver data and information to citizens and businesses in the areas of weather and water forecasts, search and rescue, climate change, environmental images, coastal maps, and ecosystems management. NOAA's current IT environment, contracting, and governance practices, however, limits the organization's ability to readily leverage economies of scale and provide end-to-end visibility into IT operations. Solution To meet this challenge, the NOAA Office of the Chief Information Officer (OCIO) and Line Office OCIOs work closely with business partners throughout NOAA, the Department of Commerce, other government agencies, and industry to ensure the use of leading-edge technology to better meet these needs and resulting implications for national security. The NOAALink contracts contemplated will enable the IT organizations at NOAA to partner with industry with the goal of acquiring a broad range of cost-effective, enterprise-wide IT solutions to improve IT service delivery and support via the following goals: Copyright 2010 PA&E Global 4

6 Improvement Process Tactical Goals: Operational Goals: NOAALink Performance Work Statement Goal 1: Establish secure, enterprise-wide IT standardized solutions Goal 2: Enable the NOAA mission Goal 3: Maximize agility and innovation in IT service delivery Goal 4: Deliver cost-effective IT solutions Goal 5: Foster strategic partnerships Goal 6: Create effective IT governance 1.2 Objective. To achieve economies-of-scale, consistent standards, and comprehensive IT services to develop a secure, reliable, technically robust operating environment that supports NOAA s mission, vision, and goals; leverage the potential for innovation that can originate through local agility; and ensure the highest data quality for emergency management officials, decision makers, researchers, and the general public. The requirements are divided among five Management Components, whose purpose is to establish a standard framework for meeting NOAA mission, vision, and goals. These components, in turn, are supported by IT Service Areas. 1. Define what you should measure. All data inputs from all available sources relating to mission-specific Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) to successfully and proactively perform in the stipulated Service Areas and, therefore, meet or exceed NOAA s expectations in the respective Management Components. 2. Define what you can measure. Identify and acquire Customer/COTR approval of no more than three (3) measurements for each of the PWS-specified Task List areas: 2.1 IT Governance. 2.2 Customer Care. 2.3 Infrastructure Management. 2.4 Business Management. 2.5 Information Security and Risk Management. 3. Gather the data. Compile component level and end-to-end IT performance measurements from the sources of scientific data inputs to the Customer s mission-specific processes, IT systems, subsystems, and automated tools applied in the Customer s mission-specific scientific processes, and the outputs/work products from the Customer s scientific processes. 4. Process the data. Validate and process metrics resulting from the component level and end-to-end IT performance measurements to compile it into usable format(s). Copyright 2010 PA&E Global 5

7 Improvement Process NOAALink Performance Work Statement 5. Analyze the data Engage the appropriate service delivery functions and processes (e.g., Service Level Management, Change Management, Capacity Management, Problem Management, Technical Management, etc.) to define data relationships, and relationships between the data sets and IT Performance; analyze the data to derive information about achievement of Service Level objectives; identify performance gaps; and develop appropriate action plans to close any gaps. 6. Present and use the information, assessment summary, action plans, etc. Provide reports, analyses and recommendations to the COTR and Users in order to obtain consensus approval for action plans. 7. Implement corrective action. Implement process improvement(s), enhancements to organizational resources and/or assets (through the Change Management process) in accordance with the approved action plans. Each area of the NOAALink PWS represents an IT service delivery problem to be solved. Every Task Order should be seen as a Service Improvement opportunity scenario, and the proposed solution should incorporate a recommended action plan - tied directly to the stated NOAA Vision, Strategy, Tactical Goals, and Operational Goals. PA&E Global Approach for CSI There are many tools available to help an organization develop and implement improvements in a consistent and repeatable manner. However, these tools are described and utilized in an individual method rather than a more universal approach. True improvement benefits are realized through the combined utilization of the tools. PA&E Global utilizes a holistic approach to CSI. As depicted in the color-coded graphic below, we employ the Deming Plan-Do- Check-Act (PDCA) methodology by applying the 7-Step Improvement Process within the overall ITIL framework for Continual Service Improvement. PA&E Global delivers Program/Project Management and IT Service Management (ITSM) best practices services and solutions Our Principal Consultants are internationally recognized authorities in IT Governance (COBIT, ITIM, CPIC, etc.) IT Service Management (ITIL & ISO 20000) Earned Value Management (EVM) Change/Configuration Management Risk Management IT Process Design & Implementation We create value through IT process excellence Copyright 2010 PA&E Global 6

8 PA&E Global Approach for Continual Service Improvement What is the Vision? Keep momentum going. Identify Vision and Strategy Tactical goals Operational goals 1. Define what you should measure. Where are we now? 7. Implement corrective action. 2. Define what you can measure. Where do we want to be? 6. Present and use the information (Summary, Plans, etc.) (Wisdom) 3. Gather the data (who, how, when?). Check integrity. (Data) 5. Analyze the data (relations, trends, etc.). 4. Process the data (frequency, format, system, accuracy). Did we get there? (Knowledge) (Information) Copyright 2010 PA&E Global All rights reserved. How do we get there? Our Principal Consultants are internationally recognized authorities in IT Service Management (ITSM). We have practical experience applying ITIL-based processes, to include designing and implementing ISO/IEC compliant processes and ITSM best practices. Our professional credentials include: Project Management Professional (PMP) Certified ISO/IEC Consultant Certified Process Design Engineer (CPDE) ITIL V3 Expert With over 15 years of successful NOAA project experience and ITSM subject matter expertise, our key personnel can provide critical knowledge skills and abilities (KSAs) for delivering performance excellence on NOAALink Task Orders. Copyright 2010 PA&E Global 7