Journey Up the IT Management Process Maturity Model To Assure IT Service Quality, Availability and Performance

Transcription

1 Journey Up the IT Management Process Maturity Model To Assure IT Service Quality, Availability and Performance Debra Curtis Research Vice President IT Operations Management Network Infrastructure Bandwidth Wrongly Blamed for Application Latency Problems! Gartner Predicts: In 2005, a third of organizations will experience application latency issues and will incorrectly diagnose the problem as too little bandwidth Gartner Predicts: In 2005, IT and network managers will make unproductive investments by failing to: Diagnose problems correctly Account for the impact of new applications on the network Identify/prioritize projects that could deliver better value Consider alternative sourcing strategies Advice and Recommendations Implement new processes and tools to monitor application latency and bandwidth use Application and network design teams should collaborate earlier in the application lifecycle

2 IT Management Process Maturity Model Level 0 Chaotic Ad hoc Undocumented Unpredictable Multiple help desks Minimal IT operations User call notification Level 1 Reactive Fight fires Inventory Desktop SW distribution Initiate problem mgmt process Alert and event mgmt Measure component availability (up/down) Tool Leverage Level 2 Proactive Analyze trends Set thresholds Predict problems Measure application availability Automate Mature problem, configuration, change, asset and performance mgmt processes Level 3 Service IT as a service provider Define services, classes, pricing Understand costs Guarantee SLAs Measure & report service availability Integrate processes Capacity mgmt Operational Process Engineering Level 4 Value IT as strategic business partner IT and business metric linkage IT/business collaboration improves business process Real-time infrastructure Business planning Manage IT as a Business Service and Account Management Service Delivery Process Engineering Why Climb the Maturity Ladder? Align IT with business Business requirement IT accountability Improve IT service quality Lower IT service delivery costs Encourage IT culture change from technology-centric to service-centric

3 IT Management Process Maturity Levels How Do You Stack Up? 75% 50% 25% 0% 25% 4% 3% 60% 49% 57% 10% 33% 30% 11% 9% 5% 3% 0% 1% Chaotic Reactive Proactive Service Value 1999 Gartner estimates 2003 Gartner Data Center Conference polling results (n=174) 2004 Gartner Data Center Conference polling results (n=195) Good news: IT management process maturity levels are improving over five years ago (although slightly worse than last year), driven by increasing business and revenue dependence on the quality of service provided by IT Bad news: There is still more work to be done because business processes heavily dependent on IT require a minimum of Level 3 for business to have confidence in the dependent IT services Step By Step, Moving Up The IT Management Process Maturity Model People Process Level 0 Chaotic None Level 1 Reactive Control, reduce costs Level 3 Level 2 Service Proactive Efficiency, prevent problems, reduce downtime Business alignment, improve IT service quality Level 4 Value Business value and agility, improve business processes

4 Characteristics of Level 0 Chaotic Funding Model None Lack of centralized and formalized responsibility for IT operations Multiple help desks No IT process definition or documentation Uncoordinated problem resolution Manual configuration updates, no automation Backup Ad hoc use of real-time monitoring/alerting None Characteristics of Level 1 Reactive Funding Model Controllability: Leverage tools, speed troubleshooting, reduce costs Centralized IT operations Identified tier 1 help desk support resources Silo IT infrastructure departments (such as network, database, server, desktop) Initiate incident and problem management Backup / recovery Inventory tracking Component-oriented availability management Real-time monitoring, troubleshooting Trouble ticket for problem log and dispatch Recovery / replication for storage management Inventory discovery Desktop software distribution Subsidy model (budget allocation, no chargeback)

5 Characteristics of Level 2 Proactive Efficiency and Effectiveness: Operational process engineering, prevent problems, reduce downtime IT operations command center Consolidated service desk Defined process managers Identified tier 1-3 support & escalation resources Two-way IT Operations AppDev collaboration for application availability Mature incident and problem management with root cause analysis Change tracking and control Asset management Configuration management within silos Availability management within component SLOs Establish performance management Characteristics of Level 2 Proactive (cont) Funding Model Proactive performance monitoring, thresholding reporting and prediction Application availability and end-to-end transaction measurement and analysis Service desk for incident/problem management, knowledge repository and beginnings of integrated operational change management Storage resource management Asset repository, software usage analysis Server provisioning Event correlation with automation Cost center (chargeback based on actual costs)

6 Characteristics of Level 3 Service Business Alignment: Service delivery process engineering, define services, improve service quality Relationship managers Service delivery managers Performance engineering/capacity planning team End-to-end SLA reporting role Three-way IT Operations AppDev IT Architecture collaboration for service predictability IT service definition, classes of service, costs IT service request and service delivery IT service configuration management with policies Mature change management with compliance audit Capacity management Availability management with SLA guarantees Process integration and automation Characteristics of Level 3 Service (cont) Funding Model Service availability measurement and reporting, with user impact and pain index Capacity planning including what if analysis Service catalog Federated CMDB IT service configuration dependency mapping Application transaction profiling (based on configuration dependency knowledge) Event management results automatically integrated to service desk, with consistent severity/priority level definitions Business service management Archiving Zero-based budget (service price based on costs)

7 IT Service Predictability Requires Application, Architecture and Operations Collaboration Architecture and Standards Redundant architecture No single points of failure Pre-tested, pre-certified standard IT components Predictable IT Service Quality Application Development Availability standards Error codes and status sent to console Support for dynamic resource scaling IT Operations Configuration and change management Root cause analysis and problem prevention Proactive performance & availability management with business impact Characteristics of Level 4 Value Creation Business Value and Agility: IT and business partner to improve business processes CIO on executive-level steering committee IT viewed as partner in defining business strategy Relationship managers become strategic IT-business liaisons Four-way IT operations AppDev IT architecture Business collaboration for service value Automation of IT infrastructure allocation to meet business-oriented SLA policies Aggregated IT capacity planning as part of business planning process Process integration and automation across IT and business processes

8 Characteristics of Level 4 Value Creation (cont) Funding Model Service governor IT service portfolio management IT operations and business metric linkage Business service management with business revenue impact analysis Business transaction measurement (application transactions related to business metrics such as revenue per transaction) Compliance and legal discovery Profit center (Market pricing for defined services Profit invested for use of IT as a competitive advantage and to improve business processes) Recommendations Focus on IT management process maturity not as an end in itself, but as a means to improve IT service quality, reduce costs and increase business value and agility Look to industry standard process methodologies to jumpstart internal IT management process development Use IT operations management software tools to automate processes only after processes have been documented and policies established for standardization Senior IT management must publicly assign a high priority to process improvement projects or they will be relegated to the back burner Change individual personnel performance evaluation criteria to encourage (or require) cross-silo process collaboration and offer incentives for the correct behavior

9 Journey Up the IT Management Process Maturity Model To Assure IT Service Quality, Availability and Performance Debra Curtis Research Vice President IT Operations Management