The ITIL and CMMI Dance: A Play in Three Acts · PDF file · 2014-03-29THE...

Integrate 2010 – Hayes/Phifer 1 1

THE ITIL® AND CMMI® DANCE: A PLAY IN THREE ACTS

Bill PhiferTed Hayes

Integrate 2010

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Integrate 2010 – Hayes/Phifer 2

Act 1: We learn about the CMMI and its process areas.

Act 2: We learn about ITIL V3 and the Service Management Lifecycle

Act 3: We explore the common ground between CMMI and ITIL and review the interactions that must take place for organizations (not just IT) to realize benefit.

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PLAYBILL

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Prologue

The challenges we face

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SEPG 2010 – Hayes/Phifer 4

A BRIEF HISTORY OF IT

4

Client/Server

Mainframe

Internet, IntranetE-Business …

• Servers begin to proliferate

• A few big servers

• More apps, servers, and users

Massive complexity

Rigid Environments

More operational problems

The Result

We can no longer consider applications separately from the environment in which they operate!

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CURRENT PITFALLS

– Applications are not being designed to run in a complex, distributed environment

– Application practitioners view ITIL as an infrastructure-only model and CMMI as an application-only model

– Communication gaps exist between Apps and Infrastructure groups (plus terminology, standards)

– End-to-end Change Management is not effective

– Apps and Infrastructure don't integrate and don't learn from one another

5..


CURRENT PITFALLS (CONT’D)

– Infrastructure does not have the same project management culture as applications

– Standards for application design do not properly include both apps and infrastructure components

– Applications don’t transition well from development to the live environment

– Costs and complexity to manage apps are increasing

6..


BACKSTAGE - A PROBLEM

– A large non-profit organization has replaced an old mainframe system that is used to register and add new members

– The newly developed application now takes nearly 15 minutes to add a new member, and field offices have been complaining loudly about how long it takes

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YOUR TURN: What could be some reasons for this problem?

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Act 1: We learn about CMMIIntroduction

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ACT 1: WE LEARN ABOUT CMMI

What is CMMI V1.2? • What it is and is not• Scope and Disciplines • Maturity & Capability Levels

9..


CMMI - WHAT IT IS / WHAT IT IS NOT

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What It Is NOT• A “certification”• Methodology• A silver bullet• A guarantee of success• Easy to implement• Easy to achieve levels• Only for the Federal

Government• Only used in the USA• It does not specify how to

perform the activities

..

What It Is• A set of best practices • A quality reference model• A set of critical behaviors

common for success• A guideline for continuous

improvement• A measurement and rating

system of process capability• A risk indicator• It does specify what is

necessary to be performed


CMMI-DEV V1.2 PROCESS AREAS

Optimizing

QuantitativelyManaged

Defined

Managed

Initial

Continuous processimprovement

Process measured andcontrolled

Process characterizedfor the organization andis proactive

Process characterizedfor projects and is oftenreactive

Causal Analysis and ResolutionOrganizational Innovation and

Deployment

Quantitative Project Management Organizational Process Performance

Requirements DevelopmentTechnical SolutionProduct IntegrationValidationVerificationOrganizational Training Organizational Process FocusOrganizational Process DefinitionDecision Analysis and ResolutionIntegrated Project ManagementRisk Management Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

Productivity & Quality

IS

K

R

Maturity Level Characteristic Process Areas Result

55

44

33

22

11Process unpredictable,poorly controlled, reactive

Optimizing

QuantitativelyManaged

Defined

Managed

Initial

Continuous processimprovement

Process measured andcontrolled

Process characterizedfor the organization andis proactive

Process characterizedfor projects and is oftenreactive

Causal Analysis and ResolutionOrganizational Innovation and

Deployment

Quantitative Project Management Organizational Process Performance

Requirements DevelopmentTechnical SolutionProduct IntegrationValidationVerificationOrganizational Training Organizational Process FocusOrganizational Process DefinitionDecision Analysis and ResolutionIntegrated Project ManagementRisk Management Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

Productivity & Quality

IS

K

R

Maturity Level Characteristic Process Areas Result

55

44

33

22

11Process unpredictable,poorly controlled, reactive


CMMI-SVC V1.2 PROCESS AREAS

12..


Act 2: We learn about ITIL V3Introduction

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ITIL V3 LIFECYCLE MODEL & COMPONENTS

Continual Service Improvement

Financial Management

Service Portfolio Management

Demand Management

Strategy Generation

Service Level Mgt

Information Security Mgt

IT Service Continuity Mgt

Availability Management

Capacity Management

Supplier Management

Service Catalogue Mgt

Change Management

Release and Deployment Management

Knowledge Management

Evaluation

Service Validation & Testing

Transition Planning and Support

Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment

Application Management

IT Operations Management

Technical Management

Service Desk

Service Strategy

Service Design

Service Transition

Service Operation

Service Asset and Configuration Mgt

Service Measurement Service Reporting Service Improvement

Service Architecture

Service Engineering

Application Development

Legend:

■ Additional disciplines for design, engineering & apps development


– Most widely accepted quality framework world-wide

– Leverage ITIL lexicon to establish a common language for IT

– 5 stage lifecycle– intuitive, comprehensive, accommodates other models

– Orchestrates IT components, projects & services aligned to the business

– Map your integrated model to CMMI for appraisal needs

Use CMMI to strengthen ITIL V3 model

LEAD WITH THE ITIL SERVICE LIFECYCLE


Act 3: CMMI & ITIL Dance TogetherThese two models bring out the best in each other…

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BENEFITS OF AN ITIL-CMMI APPROACH

– Exploit the strengths of each model for further effectiveness

– Design applications to run effectively in their intended environment

– Common terminology and lexicon– As compliance and regulation

become more prevalent and pervasive, the need for broader process capability and (especially) governance is essential

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YOUR TURN: What ITIL processes might support improved design of the

Membership application?

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WHY ITIL V3 & CMMI?– ITIL V3 provides substantial how-to guidance where CMMI does not

– CMMI driven by applications & DoD stakeholders where ITIL is not

– ITIL V3 defines an end-to-end framework to manage all IT services

– CMMI provides a benchmark for organizational maturity

– ITIL Integrates applications and infrastructure in same enterprise service framework, end-to-end

– CMMI provides best practices for systems engineering (apps & infra.)

CMMI

ITIL V3


APPLICATIONS AND IT SERVICES

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Infrastructure

Applications

Business Processes

Technical ServicesScope

Operational Processes

(enables)

(enables)

(manages)

Business ServicesScope

Designed for Operation

Applications must be designed with operational support requirements in mind - focus must not be limited to development costs, but on Total Cost of Ownership (TCO) for sustaining the application throughout its useful life.

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PUTTING ITIL AND CMMI TO WORK

ITIL

Strong management of IT environment, but weak in application development

Business Requirements – ITIL Service Strategy

leveraging CMMI

Design and Development –Service Design leveraging

CMMI

Transition & Operations – ITILService Transition & Service

OperationCMMI

Strong in systems and software engineering, but weak in transition

1 2

3

These are complementary frameworks –each making the other stronger

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HOW CAN CMMI PARTNER WITH ITIL?

21..


Service Strategy

Service Design

Service Transition

Service Operation

Cont. Service Imprv

CMMI & THE ITIL SERVICE LIFECYCLE

Project Planning

Project Monitoring& Control

RequirementsManagement

Process & Product QA

Measurement & Analysis

Supplier Agreement Mgmt

Configuration Management

Organizational Process Focus

Causal Analysis & Resolution

Org Process Performance

Service System Development*

Service System Transition*

Strategic ServiceManagement*

Service Continuity*

Service Delivery*

Capacity & Availability Mgmt*

Decision Analysis& Resolution

Incident Resolution & Prevention*

Organizational Training

Organizational Process Definition

Quantitative Project Mgmt

Org Innovation & Deployment

Categories: • Service Establishment & Delivery•Process Management•Project Management•Support•Engineering

*Unique to CMMI-SVC

Requirements Development

Technical Solution Product Integration

Verification

Validation


ITIL V3 PROCESSES & FUNCTIONS BY LIFECYCLE STAGE

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Adopted from Pultorak & Associates and itSMF ITIL V3 Pocket Guide

IT Financial Management


Demand Management

Strategy Generation

Service Level Mgt




Capacity Management

Supplier Management


Change Management



Evaluation



Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment




Service Desk

Service Strategy

Service Design

Service Transition

Service Operation


The SDLC easily maps to the ITIL V3 service lifecycle!

Service Measurement Service Reporting Service Improvement.

SEPG 2010 – Hayes/Phifer 24 24





Demand Management

Strategy Generation

Service Level Mgt




Capacity Management

Supplier Management


Change Management



Evaluation



Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment




Service Desk


Service Strategy defines thecustomer need and approach for the

application project


Service Strategy

Service Design

Service Transition

Service Operation







Demand Management

Strategy Generation

Service Level Mgt




Capacity Management

Supplier Management


Change Management



Evaluation



Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment




Service Desk


Service Design determines the architecture, design, standards &

components for the application project including coding


Service Strategy

Service Design

Service Transition

Service Operation







Demand Management

Strategy Generation

Service Level Mgt




Capacity Management

Supplier Management


Change Management



Evaluation



Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment




Service Desk


Service Transition validates, documents and promotes the final

application to operations, including knowledge transfer


Service Strategy

Service Design

Service Transition

Service Operation







Demand Management

Strategy Generation

Service Level Mgt




Capacity Management

Supplier Management


Change Management



Evaluation



Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment




Service Desk


Service Operations manages the applications, technology and

infrastructure that was produced by the application project


Service Strategy

Service Design

Service Transition

Service Operation







Demand Management

Strategy Generation

Service Level Mgt




Capacity Management

Supplier Management


Change Management



Evaluation



Problem Management

Incident Management

Event Management

Access Management

Request Fulfilment




Service Desk


Continual Service Improvement is focused on maintaining value forcustomers through the continual

evaluation and improvement of the quality of application services


Service Strategy

Service Design

Service Transition

Service Operation

ITIL V3 PROCESSES & FUNCTIONS


HOW CMMI STRENGTHENS ITIL

– Use of CMMI Project Management process areas for service management projects

• PP, PMC, IPM, RskM– Organizational process areas can

reinforce organizational capability in process management, training and metrics

• OPF, OPD, OT, OPP plus MA– Enhance decision making

• DAR– Supplement Problem Management root

cause analysis• CAR

– Enhance objective-based innovation• OID

29.


IMPROVED ORGANIZATIONAL PERFORMANCE– Helps prioritize improvement opportunities– Applies process management and quality

improvement concepts to the entire IT Service Life Cycle

– Describes stages through which IT service providers evolve as they define, implement, measure, control and improve their processes

– Leads to a culture of engineering and operational excellence

– Provides market credibility

30.


INTEGRATION BENEFITS – ENCORE

– CMMI provides best practices that complement and improve ITIL-based delivery

– Everyone in IT speaks the same language– Exploits the strengths of each model

– The tactical and operational service management of ITIL

– The systems & software engineering practices of CMMI

31.


A CALL TO ACTION– Establish a cross-functional action team to plan and

manage the service life cycle approach– Seek awareness and cross-training between

Applications Services and Service Management / Infrastructure groups in ITIL and CMMI

– Everyone works together (no more silos)– Establish your own meaningful ITIL-based IT

management model, then engineer and position applications within that resulting framework

– Start now. Think in V3 lifecycle phases. – Integration is hard work, but worth it and necessary!

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YOUR TURN: What other actions might you take to leverage CMMI & ITIL processes together?

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Contacts

Bill PhiferHP Enterprise Services+1 [email protected]

Ted HayesHP Enterprise Services+1 [email protected]

mailto:[email protected]�

mailto:[email protected]�


Outtakes –“An Application Change” ScenarioGet your feet moving and let’s hit the dance floor…

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SCENARIO – “AN APPLICATION CHANGE”– The business has requested a major change to the billing

application. Web application logic changes will be made to allow customers to enter credit card information to pay their outstanding balances.

– What flow will the change take – and what will you do?

35.


SCENARIO “BOOK ANSWER”

The business has requested a major change to the billing application. Web application logic changes will be made to allow customers to enter credit card information to pay their outstanding balances.

Service Desk/Request Management: The business support area contacts the Service Desk and selects the option to initiate a project to improve the billing application functionality. The Service Desk authenticates the Request and verifies the requester is entitled to the service. They raise the request for change (RFC) with Change Management.

[Comment: in ITIL, this would be Incident Management or Request Fulfillment (smaller, common requests); however at EDS we have developed a single process (Request Management) to handle all user requests (issues and Changes).]

36.


SCENARIO (CONT’D)

Change Management: does an impact assessment on the proposed project by engaging the relevant stakeholders – Information Security, Design (including architecture), Financial Management (to support the business case), Capacity, Availability, Service Level, IT Service Continuity Management. Change Management approves the project and it proceeds to the Design and Planning activity.

[The assumption is that a Service Design Package needs to be created to specify all aspects (technical and non-technical) of the billing service. Also assume that this application will run on existing hardware and network.]

Service Design determines:

That the proposed billing system can fit within the current infrastructure architecture (Availability Management)

What service components are required in order to achieved the required application response times (Capacity Management/Application Sizing)

37.


SCENARIO (CONT’D)

The service targets with representatives of the business and how delivery of the service will be demonstrated through monitoring and reporting (Service Level Management)

What type of security/privacy measures must be included to comply with PCI standards (Information Security Management)

A financial forecast the operational cost of adding the credit card capability is estimated (IT Financial Management)

What is needed to ensure that the required encryption capability is available at the designated failover sites (IT Service Continuity Management)

[The assumption is that no external supplier is involved. (Supplier Management)]

Development of the credit card processing logic code for the billing application (Technical Solution)

38.


SCENARIO (CONT’D)

Service Asset & Configuration Management: updates the Configuration Management Database (CMDB), with the new credit card billing Configuration Items (CI) and related data (locations, business users, server and network components, etc.) The CI itself is promoted to the software repository. This also includes before and after baselines to verify capacity changes to the environment.

Change Management: performs a post-implementation review and determines that the authorized objectives for the Change are achieved by the Release. Trigger billing and close the Change.

Financial Management: invoices and obtains payment from the business that authorized the services to be performed.

39.


SCENARIO (CONT’D)

A Service Design Package is created to specify all that is required to successfully the value of the service; including:

• People: how operations will support it (staffing levels, skills, user or operations training materials, troubleshooting documentation, etc.)

• Products: supporting tools (encryption for credit card data) and other technology and management systems used

• Processes: updates to existing processes to accommodate credit card handling and processing including roles (e.g., credit card fraud detection steward), and metrics to measure success and value realization

• Partners: defining agreements and required relationships with credit card companies and PCI auditors

• Details about implementing the credit card application into the live environment

40.


SCENARIO #1 (CONT’D)Change Management: reviews and approves the Service Design Package and initiates Release and Deployment ManagementRelease planning (including scheduling) Preparation for Build, Test and Deployment (establish test environment, test data, scripts and processes)Release & Deployment Management covers:Build (component assembly and integration) per Service design Package, unit test encryption at controlled pilot sitePlan and prepare for Deployment of the system for all sitesImplement the new encryption capability at designated failover sites (IT Service Continuity Management)

Release planning (including scheduling) Preparation for Build, Test and Deployment (establish test environment, test data, scripts and processes)Release & Deployment Management covers:Build (component assembly and integration) per Service design Package, unit test encryption at controlled pilot sitePlan and prepare for Deployment of the system for all sites

41.


SCENARIO #1 (CONT’D)

Implement the new encryption capability at designated failover sites (IT Service Continuity Management)Update the Service Level Agreement and service reports with the associated credit card system performance targets (Service Level Management)Conduct service verification and validation that credit card application satisfies original business requirementsPerform transfer deployment (implement) and retirement (of old modules); includes managing organization and stakeholder change about risks and importance of credit card security and PCI compliance (security awareness training) – IT Security ManagementVerify deployment (the application functions as expected in the live environment)Early life support (applications development project team provides support for early operations)Review and close the deployment (determine if there are any outstanding items that were deferred for subsequent release)

42.


END

The ITIL and CMMI Dance: A Play in Three Acts · PDF file · 2014-03-29THE...

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