How to Untangle the Hairball: Integrating CMMI and ITIL ... 2006 – Nashville, TN March...

03-23-05SEPG 2006 – Nashville, TN March 2006

How to Untangle the Hairball: Integrating CMMI and ITIL How to Untangle the Hairball: Integrating CMMI and ITIL Effectively in Application Engineering and Operations Effectively in Application Engineering and Operations EnvironmentsEnvironments

Bill Phifer

Ted Hayes

2 •SEPG Conference, Nashville, TN March 2006

AgendaAgenda

• What is there to untangle and why is this important?

• Scope of ITIL SM & ICTIM

• Model interoperability views

• Scenarios

• How to move from a CMMI-only organization to an integrated CMMI/ITIL powered one

• Conclusions


Why is Integration so Difficult and so Necessary?Why is Integration so Difficult and so Necessary?

• The market demands both ITIL and CMMI, but cross domain experts are hard to find

• These reference standards were not designedto complement each other; they are developed with a different focus, there are significant terminology differences, and typically few integrated teams, processes or roles using them

• Models themselves can't be executed, they need to be applied to a business environment together with a process architecture for you to have something that's executable

You can develop world class applications but still have poor quality due to a product that doesn't meet business needs or service expectation (cost, reliability, performance) -and lead to failure


Typical Situation TodayTypical Situation Today

• Typically many redundant IT support processes across the enterprise, with confusion on which processes are most applicable

• Need to establish “one way” to execute

• Parochial issues solved by parochial processes

• New problems often lead to the development of new processes

• Lack of modular, integrated “process architecture”

• Significant pressure from many areas of the organization as urgent need to change is recognized

– Reduce costs and improve quality

– Streamline and standardize all processes

– Move towards common process lexicon and terminology


Scope of ITIL (IT Infrastructure Library)Scope of ITIL (IT Infrastructure Library)

ITIL is more than just Service Management!ITIL is more than just Service Management!

Source: UK OGC


Integrated ITIL SM Process MapIntegrated ITIL SM Process Map

Request Management

IncidentManagement

ProblemManagement

ReleaseManagement

ConfigurationManagement

IT Financial Management

Service LevelManagement

IT Service Continuity

Management

AvailabilityManagement

CapacityManagement

Service Support

Service Delivery coreITIL

Corporate Reporting

ICTIMOperations

SecurityManagement

ChangeManagement

ICTIM Design &Planning

Supplier Management and

Procurement

New Business Development

Contract Management

Corporate Billing

Business Forecast

Client

User

Source: EDS Global Processes & Methods

Integrated ITIL SM & ICTIM ViewIntegrated ITIL SM & ICTIM ViewUsers,

Engineering,Statutory,Regulatory

ICTIMICTIMDesign &Planning

Deployment

Operations Hand Overto Production

Requirements Note: This is not a complete model. It only focuses on ICTIM and direct relationships to ITIL & other process sets.

Service Level Management

Service Level ManagementIncident

ManagementIncident

Management

ProblemManagement

ProblemManagement

AvailabilityManagementAvailability

Management

CapacityManagement

CapacityManagement

ITSCManagement

ITSCManagement

ServiceDesk

ServiceDesk



Change & Release

Management

Change & Release

Management

Maintenance Changes

Application Management

ApplicationDesign

ApplicationDesign Application

BuildApplication

Build

Req

uire

men

ts

Inte

grat

ion

into

solu

tion

& t

estin

g

Service Management (incl. Change and Release Management)

Capability ManagementCapability

Management

Impr

ovem

ents

Err

ors

Err

or S

olut

ions

CMMI P

lay S

pace

CMMI P

lay S

pace



Scenario 1 Scenario 1 –– Web App Server Goes DownWeb App Server Goes Down• Disruption of service to user – server outage• That server is part of ITIL CMDB, is related to app X, which is

mapped to a set of pre-defined business users• Information is sent to client to alert of the business impact of

that server outage• Red indicator displayed on dashboard• Go through process of resolving Incident• If issue was application oriented (loop caused excessive

utilization and froze the server) then Incident is dispatched tothe responsible application support group

• They restore normal service operation (ITIL lexicon)

Inci

den

t M

an

ag

em

en

tP

rob

lem

M

an

ag

em

en

t • Perform analysis and determine cause of the disruption• Raise an RFC (Request for Change) to remove the error from

the environment and prevent further Incidents (could invoke a CMMI process-based code change)

• Obtain approval via Change Management to promote permanent fix to live environment

• Invoke ITIL Release Management to distribute the updated code to the application


Scenario 2 Scenario 2 –– Web Application DevelopmentWeb Application Development• Client requests new web app function to support business process

• Raise Change Request to communicate requirements – from Service Level Management through Change Management to Design & Planning

• Follow Design and Planning: is there an existing architecture that fits this web application?

• Rationalize architecture

• Validate capacity and availability by using the Capacity and Availabilityprocesses

• Translate requirements into technical specifications

• Allocate the requirements to Application Design and Deployment

• Create Solution Package specified by architecture

• If new technology (or even very old technology), application development needs to ensure Availability of trained personnel and skill sets

• Project Management continually monitors project to ensure there is enough people and resources (as pinged by Availability Management)

• Deployment includes engineering and integration (ensures traceability to requirements)

• Release Management includes testing (functional, performance, co-existence, integration)

• Change Management includes approvals and final release to operational environment


Interrelated Disciplines (a sampling)Interrelated Disciplines (a sampling)• Capacity Management provides input to the development project

about application scope, sizing and stakeholder involvement. Application sizing involves the estimation of technical resourcerequirements to support the proposed application and communicating these to the development organization. The development project should use this input to ensure that the application will meet its required service levels (Service LevelManagement) and to ensure that quality is built into the application during the development process.

• Release Management facilitates the smooth transition of the newly developed or modified application into production, calling upon the Change and Configuration Management processes to ensure adherence to the approval, scheduling, communication, and documentation policies of the business.

• The development project should notify Availability Managementabout any new skills required of support personnel to manage thenewly developed application in a responsive & effective manner.

IT Services and Model AlignmentsIT Services and Model AlignmentsArchitecture and Engineering

CMMI + ITIL ICTIMAligning IT to Business

ITIL SM

Application DevelopmentCMMI + ITIL Application Management



No One Model (Solution) Does Everything Well!No One Model (Solution) Does Everything Well!

• Greatest value comes from the interoperability of process sets

• The extent that you are successful in integrating processes will determine the degree of benefit, holistically, you will experience from the strengths of each model

• Exploiting the interoperability of models also yields competitive BUSINESS advantage:

– Requirements are complete early in the development life cycle, fully in consideration of SLAs, existing engineering and operational changes, required availability and capacity needs, known problems, and performance considerations

– Problems are avoided or addressed for what they are –business impacts – and eliminated permanently

– IT and the business processes work together to meet client needs


Making Sense of the PiecesMaking Sense of the Pieces

ITIL + Business Business ProcessFramework Doc Mgmt

Process Architecture

(Structure)

Industry Best Practices

+Business Policies

Document Standards

andContent

Managementwww.ogc.gov.uk

www.BPMI.orgwww.iso.org


Request Management

Introducing an IT Management ModelIntroducing an IT Management Model

Data CenterFactory CMDB

Logical and Physical entities and relationships

Work FlowRole based / process based access to integrated, transactional systems

Enterprise Data ModelCustomer, Entitlements

Billing etc.

Agile Control Center

Integration Bus

Mainframe Mid-Range Storage Network WorkplaceSD

Cisco 1720

BRIS/T

CONSOLE

AUXWIC0OK

O KB2B1

WIC1OK

DSUCPU

LNK100FDX

S3

LOOPL P

S D

SD

Cisco 1720

BRIS/T

CONSOLE

AUXWIC0OK

OKB2B1

WIC1OK

DSUCPU

LNK100FDX

S3

LOOPLP

S D

ApplicationsPassive Application Monitoring

Active Application Monitoring

IncidentMgt

ProblemMgt

ChangeMgt

ConfigMgt

ReleaseMgt

ITIL Service Support AvailMgt

CapacityMgt

Svc LvlMgt

Svc ContMgt

ITIL Service Delivery

DesignPlan

Oper-ations

Deploy-ment

TechSupport

ITIL ICT

Enterprise / Systems

Managem

entEn

terp

rise

/ Sys

tem

s M

anag

emen

t

Sec

urity

Man

agem

ent S

ecurity Managem

ent

CoreVSS

Insight


Maximizing Vertical ExpertiseMaximizing Vertical Expertise

• Leverage centers of expertise

• Align behaviors to appropriate disciplines - horizontal

• Define a single behavior by discipline rather than everyone recreating in their own vertical silo

Example: when restoring service, use the definitive process - ITIL Incident Management.


Same ITIL Value Proposition, Many Possible RoutesSame ITIL Value Proposition, Many Possible Routes

(Many ways to design ITIL-compatible processes: same destination)


ConclusionsConclusions

Proprietary technology is no longer a competitive edge, but how well you manage your IT in support of your business is the key – and this demands interoperability

Applications

In Development

In Production

Use ITIL SM

Use CMMI

We need to change the mindset that when you are an Application Development group that you always execute your own unique processes!


BenefitsBenefits

• Integration enables and enforces standardized tooling

• Faster (business and IT) process development

• Exploit utilization of industry Best Practices

• Reduced confusion on performing level across functional towers

• Drives standardization in the role and template space

• Enables performance measurement across the applications life cycle


Call to ActionCall to Action

• Start to think about CMMI as part of a larger reference model family

• Do your BUSINESS a favor and take/make an integrated view of these models

• In the areas where you have strengths, use them; grow into the other model disciplines to build your capability, but leverage the strengths offered by the other models

• Consider expanding your CMMI-centric process system to include key enhancements that reflect ITIL SM & ITIL ICTIM requirements


Questions?Questions?


Contact InformationContact Information

Ted Hayes(916) 861 3233Sacramento, [email protected]

Bill Phifer(610) 269 7931Downingtown, [email protected]

How to Untangle the Hairball: Integrating CMMI and ITIL ... 2006 – Nashville, TN March...

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