Navy IT Service Management Office (NAVITSMO) 30 November 2016 UNCLASSIFIED

Transcription

1 Navy IT Service Management Office (NAVITSMO) 30 November 2016

2 History Navy s vision for Information Warfare emphasizes the increasing dependence on IT to enable traditional business and administrative functions, and more importantly, to execute the warfighting capabilities in support of national interests. DoD CIO released DoD Instruction which outlines IT Service Management (ITSM) policy and introduces the DoD Enterprise Service Management Framework (DESMF) for the implementation and management of high quality IT services. The Enterprise Services and Standards Working Group (ESSWG) was established to serve as a definitive resource for ITSM, bring together a holistic service management capability and provide policy recommendations to DDCIO(N). The ESSWG fosters a collaborative environment among Navy enterprise stakeholders and resource sponsors, identify enterprise challenges, develop recommendations, and respond to future tasking from the Navy Enterprise Information Governance Board (NEIGB). Navy established the Navy IT Service Management Office (NAVITSMO) to fully support the implementation of standardized ITSM capabilities based on international standards and industry best practice. 2

3 Background Established in April of 2012, NAVITSMO began as a partnership between the Chief Information Officer (CIO) for U.S. Fleet Cyber Command and the Next Generation Enterprise Network Program Office. 1 October 2014, Naval Information Dominance Forces (NAVIDFOR) was establish and the NAVITSMO was realigned to the N46 directorate NAVITSMO now falls under the Naval Information Forces (NAVIFOR) Command Information Officer (CIO) Directorate NAVITSMO is responsible for establishing an enterprise approach to service management and supporting the alignment of command and program level ITSM capabilities and initiatives NAVITSMO s vision is to provide a mission-focused integrated set of IT capabilities based on international standards and industry best practice, delivering quantifiable value to the Navy s warfighter missions. 3

4 NAVITSMO Highlights ALCOM 113/16 Publicizes the ITSMO establishment and notifies ITSM stakeholder community of available resources DoDI Contributed ITSM content to DoD policy Enterprise Services and Standards Working Group (ESSWG) - Serve as lead and subject matter expert for ITSM and provide policy recommendations to DDCIO(N) DoD Enterprise Service Management Framework (DESMF) Serve as working group lead, and facilitate and contribute content for the development of DESMF (A JIE Enabler) Navy Process Reference Model (NPRM) Developed a process reference model which standardizes IT process development for the Navy Process Capability Assessment Model and Tool (PCAT) - Developed a standards-based assessment model and tool enabling commands to validate their process capabilities ITSM Awareness - Serve as subject matter experts and provide ITSM guidance and awareness to Navy and DoD stakeholders with topics on industry frameworks and standards 4

5 A Service Management System represents the way an organization has agreed to manage its Services Practice Areas Practice Areas The Navy ITSMO segregates activities and artifacts into distinct Practice Areas, each aligned with the overall Service Management System 5

6 NAVITSMO Practice Areas IT Governance Practice IT Governance Toolkit Establishing IT Governance Guide Subordinate Charter Development ITSM Policies ESSWG Chair and Support DESMF Chair and Support NAVITSMO developed a 20-step process guide to assist stakeholders to drive operational excellence by controlling IT and aligning it with their organizational mission. It helps organizations to put structure around identifying appropriate decision-makers, and defining the content and delivery of information needed to make decisions. NAVITSMO has developed Service Quality Management and Performance Metrics Guidance and Toolkits that give stakeholders immediate access to proven methodologies and metrics for Service Quality and Improvement. Students of the Deming Cycle will readily perceive the PDCA model, or Plan-Do-Check-Act prescription for service improvement initiatives. So What? Most initial attempts at instituting IT Governance and Service Quality fail because they are not rooted in best practice. ITSMO stakeholders have a ready-made advantage when leveraging the experience and templates provided on the ITSMO milwiki. Service Quality Practice Service Quality Management Guide IT Performance Management Guide ITSM Performance Metrics Library SQM Toolkit 6

7 NAVITSMO Practice Areas Process Architecture Practice Navy Process Reference Model ITSM Roles Mapped to Skills ITSM Implementation Guide ITSM Implementation & Process Toolkit Stakeholder Engagement Guide ITSM Glossary ITSM Master Roles & Skills Index The ITSM Process Architecture Practice area contains relevant models and tools based on international and industry Best Practices. The NPRM and ITSM Implementation Guide promote process standardization and provide guidance and templates for ITSM process design and implementation initiatives. ITSM Primers are educational briefs that provide familiarization on frameworks and standards relevant to ITSM. The NAVITSMO has these primers available for immediate download. So What? Understanding and synchronizing the IT Architecture is pivotal to implementing an interlinked and manageable IT Governance and IT Management system. NAVITSMO has developed these artifacts and educational primers to expedite the learning curve. ITSM Awareness ITIL Primers COBIT Primer ISO Primer SFIA Primer Coordination of ITIL Training & Certification DAU Collaboration for ITSM Training 7

8 NAVITSMO Practice Areas Assessment Practice Process Capability Assessment Model and Tool Assessors Guide Assessors Training for PCAT Process Capability Assessment Tool & Templates NAVITSMO combined the NPRM with ISO to inform and develop the Process Capability Assessment model and tool The PCAT enables an organization to determine where they are in terms of process capability. It helps to answer the question: How are we doing? So What? Process Assessment is a critical element of Service Quality through measurement. Based on International Standards, and combined with ISO for Service Management, Stakeholders have a powerful toolkit to gauge their internal processes and practices all for free! 8

9 Strategic Communication NAVITSMO developed a Stakeholder Engagement and Strategic Communications Plan that seeks to analyze Stakeholder needs and align NAVITSMO resources accordingly. Our Communication Products include: NAVITSMO Newsletters Ad Hoc Announcements NAVITSMO milsuite site NAVITSMO Service Request System NAVITSMO Stakeholder Registry Targeted Segmentation User-Enabled Profile Updating Measured Effectiveness So What? No Guessing Allowed! NAVITSMO stays in frequent contact with our stakeholders to ensure they know what s available and when. We gauge performance through metric evaluation for improvement. 9

10 Toolkits and Artifacts The NAVITSMO has developed an entire library of ITSM relevant templates, references, guides and other tools that are readily available for download on the NAVITSMO milwiki or through the Service Request System. These resources can be modified to fit the current stakeholder environment or used as reference material for the development of unique ITSM requirements. 10

11 The NAVITSMO Team NAVITSMO professional expertise is represented in multiple industry-recognized certifications. Deep professional understanding of IT business and technical requirements enables a holistic approach to process and service support, problem solving, and continual service and process improvement. So What? Stakeholders can avail themselves of these SME resources through the NAVITSMO Service Request System. 11

12 What Others are Saying Establishing an enterprise-wide IT governance framework will enable the government to achieve our goals of gaining situational awareness and command and control over our networks. Eric Markland, NAVIFOR CIO Thanks for the great training you and the team provided. For some it was a refresher for others it should help tie things together for greater understanding directly related to NGEN. BZ to you and the team! Ted Knight, Deputy Director, Enterprise Services Naval Network Warfare Command The Navy ITSMO expertise proved helpful in providing experiential background, process information, and content for Edition II of the DoD Enterprise Service Management Framework (DESMF). This group provided leadership, continuity to the framework, and served as an integral part of moving forward with process alignment and the Joint Information Environment (JIE). Drew Jaehnig, Chief, DISA ITSM Office "In FY-16, NAVITSMO performed over 6 process capability assessments for NETWARCOM. Results were invaluable in identifying not only our strengths but areas where we need improvement. Already seeing a return on investment in completed and ongoing Continuous Service Improvement (CSI) initiatives." Michael J Jones, CIV NETWARCOM N6 Chuck and Michelle have both been helpful if I've called or sent s with questions trying to understand ITIL terminology and how it will apply to NGEN daily operations. I know that if I have questions on ITIL that I can use the ITSMO as a resource. I think as we actually begin to move forward into NGEN, the ITSMO will prove to be a good ITSM resource. Frannie Bostich, NAVAIR NMCI CTR Your team has completed so much work, and at such a high level of detail and quality, that it will make ONR's efforts that much easier. Chris shared the ITSMO Navy Process Reference Model with us after the meeting. One of the most valuable aspects of your work, for us, is that you have taken into consideration multiple disciplines and addressed how ITSM can be implemented in a Navy environment. Thank you very much for your time, for the information shared and for all of your help. Mari Jacobs, Contractor Support, Office of Naval Research The ITSMO is a tremendous resource for Programs of Record seeking information, guidance and tools to address their ITSM challenges. The NPRM, Quality Plan and Governance Guide have served as valuable inputs for assessing ONE-NET capabilities and planning the transition to NGEN. Tim Rogers, ONE-NET 12

13 Who uses NAVITSMO s products and guidance? 13

14 Case Study- NGEN Process Design Situation Solution Benefit & Impact Shift from Contractor Owned/Contractor Operated model to a Government Owned/Contractor Operated model for NMCI network Government desired increase situational awareness and command and control Developed a Navy ITSM framework Delivered customized ITSM education and awareness for process owners/managers and design teams Facilitated process design activities Conducted process architecture reviews Established effective government oversight over vendor-provided network services Increased SA and C2 Established Navy Enterprise service management model, paved the road to JIE 14

15 Case Study- ONR PCA Situation Solution Benefit & Impact ONR s OneDesk service desk lacked a formal process for incident escalation and resolution Incidents were overlooked and impacted user productivity ONR personnel used the NPRM as the basis for their incident management process Conducted an assessment of the incident management process Identified strengths, weaknesses, opportunities and threats and recommendations to improve the process Quickly developed an incident management process by using the NPRM as the starting point Identified staff misalignment to job roles Improved incident management process and met their resolution rate targets Increased level of customer satisfaction 15

16 Case Study- NGEN PCA Situation Solution Benefit & Impact PMW-205 Performance Management was charged with assessing NGEN ITSM processes There was a need for process assessment tool and techniques Evaluation of services and processes are necessary going forward to align with planned NGEN-R changes such as expanded cloud capability and ONE-Net integration Utilized NAVITSMO process capability model and tool and methodology Provided Assessor s training to PMW-205 and NNWC Provided resources to conduct assessments of 13 Service Design, Transition, and Operation processes, plus Service Desk function Evaluated process focus areas capabilities, and identified potential improvement actions Provided Continual Service Improvement (CSI) recommendations based on objective evaluation Prompted long-overdue documentation updates Provided program management sponsors with solid evidence of the status, strengths and weaknesses of each of their processes Presents unbiased data that can be used to evaluate CSI opportunities in light of NGEN-R 16

17 NAVITSMO Resources NAVITSMO milsuite Site (Registration and CAC Required) : Service Quality Practice Link: Assessment Practice Link: Process Architecture Practice Link: IT Governance Practice Link: Strategic Communications Practice Link: NAVITSMO Request System - Single entry point to request information, request changes to current products etc. ITSMO@navy.mil 17

18 Backup

19 Perfect Storm (Early 2000s) Growing Mission Dependence: Warfighters identified critical need for improved IT service management (endto-end) DoD Acquisition Tipping Point: More money spent on services than goods at increasing rate The C4 environment is in critical need of Standardized processes, doctrine, technology implementation, and metrics. ITSM based on the IT Infrastructure Library (ITIL) framework offers a coherent, adaptable, and flexible approach to Navy C4 Deployment, warfighting use, and life cycle sustainment. Future processes must be designed and implemented with a holistic view of C4 based on the ITIL framework--treating the afloat and ashore sailors and systems as a single integrated team equally resourced for success. COORDINATED FFC N6/CPF N6 MESSAGE Buying services is fundamentally different than buying weapons systems, yet most current acquisition regulations, laws, policies, standards, training, education, and management structures are focused on optimizing the characteristics of products The workforce is inadequately prepared to acquire and execute services contracts. Specific guidance, training and experience are needed. Defense Science Board Task Force

20 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level DoD CIO publishes D-ITIL Establishes ITIL as dominant reference source Publishes common process guides and service catalog requirements Spawns Navy and USMC frameworks and policies D-ITIL matures into DoD Enterprise Service Management Framework (DESMF) DISA and Navy are early contributors DISA / Service CIOs concurrence modern enterprise pursuits. Used within JIE and other DoD CIO publishes DODI DoD ITSM policy

21 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level DON CIO publishes Navy ITSM Framework: Establishes ITIL as primary lexicon Endorses DoD ITSM efforts for Navy use OPNAV N6 Memo: Establishes mission necessity for formalizing ITSM discipline within workforce Leads to future programmatic ITSM requirements across Navy IT Establishes ESSWG OPNAV Instruction CSWG USMC HQMC Message: Formalizes lines of responsibility across USMC enterprise for ITSM governance and process ownership Identifies ITIL V3 as primary reference source

22 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level NETWARCOM Publishes Strategy for Network Command and Control Based on ITSM practices and ITIL framework Navy Cyber Forces (former organization): Adopts ITSM workforce requirements within IT manning and staffing Facilitates ITSM based requirements within Navy IT programs (DOTMLPF) FCC/C10F: Publishes ITSM implementation instruction requiring ITSM practices and ITIL training for management personnel Formally establishes the Navy ITSMO NAVIFOR (TYCOM): ITSMO transitions form FCC/C10F as formal TYCOM function ensuring end-to-end IT scope regardless of platform or organization. NAVIFOR Instruction NAVIFOR Instruction Chairs DESMF WG Facilitates ITSM Education and Awareness

23 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level PEOs: Foster adoption of ITSM practices use for support and delivery of IT services afloat and ashore Accountable for ITSM based requirements within PORs Adopting service based models Champion Service acquisition reforms Numerous RFPs for ITSM assistance and relates solutions from industry Participate in Enterprise Service Standards Working Group (ESSWG) Conduct Assessments for NGEN/ONE-NET

24 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level DoD CIO publishes D-ITIL Establishes ITIL as dominant reference source Publishes common process guides and service catalog requirements Spawns Navy and USMC frameworks and policies D-ITIL matures into DoD Enterprise Service Management Framework (DESMF) DISA and Navy are early contributors DISA / Service CIOs concurrence Used within JIE and other modern enterprise pursuits.

25 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level DON CIO publishes Navy ITSM Framework: Establishes ITIL as primary lexicon Requires 8 mandatory process areas Endorses DoD ITSM efforts for Navy use OPNAV N6 Memo: Establishes mission necessity for formalizing ITSM discipline within workforce Establishes ITIL V3 as primary Navy reference model Leads to future programmatic ITSM requirements across Navy IT USMC HQMC Message: Formalizes lines of responsibility across USMC enterprise for ITSM governance and process ownership Identifies ITIL V3 as primary reference source

26 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level NETWARCOM Publishes Strategy for Network Command and Control Based on ITSM practices and ITIL framework Establishes Navy mission dependence on formal service management discipline Navy Cyber Forces (former organization): Adopts ITSM workforce requirements within IT manning and staffing Facilitates ITSM based requirements within Navy IT programs (DOTMLPF) FCC/C10F: Publishes ITSM implementation instruction requiring ITSM practices and ITIL training for management personnel Formally establishes the Navy ITSMO NAVIDFOR (TYCOM): ITSMO transitions form FCC/C10F as formal TYCOM function ensuring endto-end IT scope regardless of platform or organization.

27 Progression of DoN IT Service Management DoD Navy / USMC Cyber & Information Dominance Program Level PEOs: Foster adoption of ITSM practices use for support and delivery of IT services afloat and ashore Accountable for ITSM based requirements within PORs Adopting service based models Champion Service acquisition reforms Numerous RFPs for ITSM assistance and relates solutions from industry Co-sponsor Navy Enterprise Service Standards Working Group (ESSWG)