Workshop Training

8/12/2019 Workshop Training

http://slidepdf.com/reader/full/workshop-training 1/148

deeper

© Copyright IBM Corporation 2008

IT Strategy Workshop

Training



© 2008 IBM Corporation

Dynamic Infrastructure

2

Agenda

IT Strategy Workshop Overview and Kit

IT Strategy Workshop Discussion Guide

IT Strategy Workshop Process Flow and Facilitator‟s Guide

Pre-Workshop Call and Data Collection

Conducting the Workshop

Sample Deliverable





3

The IT Strategy Workshop will help create a prioritized action plan for the client

Workshop Goals- Understand client‟s Infrastructure needs

- Understand the proper IT providerrelationship for this client

- Understand the Dynamic Infrastructure visionand its applicability to the client‟s organization

- Identify current state of the client towardsbuilding a Dynamic Infrastructure

- Develop a high-level vision to begin the journey towards a Dynamic Infrastructure.

- Build a prioritized action plan towardsimplementing that vision

Workshop Scope- A one day planning workshop

- Joint high level review of the client‟s business

plans, IT plans, IT infrastructure and services- Develop a prioritized list of short and longer

term activities for further analysis orimplementation that will drive evolution into aDynamic Infrastructure.

Overview

- Facilitated by 2 executive consultants

- Pre-workshop discussion to review scope,

roles and responsibilities

- May include Dynamic Infrastructure

education

Client Deliverables- .pdf file containing analysis and includes

roadmaps for closing key gaps

- .pdf file containing project descriptions

Feedback should be available to the clientwithin 7-10 business days of the

workshop

Description





4

Workshop Kit

Facilitator‟s Guide

Workshop Discussion Guide

Pre-workshop Call Presentation Template

Data Collection Template

Workshop Presentation Template

IT Provider Relationship Scoring Worksheet

Workshop Sample Deliverable



deeper



Discussion Guide


http://slidepdf.com/reader/full/workshop-training 7/148© 2008 IBM Corporation


7

Building a Dynamic Infrastructure is a journey…

…these interrelated initiatives can provide theDNA needed to thrive in a smarter planet.





8

Service

Management

Asset

Management

Virtualization

and

Consolidation

Information

Infrastructure

Energy

Efficiency

Security Business

Resilience

Strategy

Recognize

Interdependencies

Tie to Business

Strategy

Architecture

and Design

Standards and

Governance

Implementation

and

Maintenance

Three Phases of Building a Dynamic Infrastructure

Define or Refine an IT Strategy aligned with Business Strategies and

Initiatives by

Examining Current & Desired Architectures, Standards and Governance

Implementing and Maintaining Processes

Bu siness Ini t iat ives





9

1. How does the business view IT?

2. Do IT initiatives align with the business‟ strategy?

3. Where are you in each area and where are you headed?

4. Sanity check. Is this where you need to be?

5. Adjust desired future states to align business and IT.

6. Identify and prioritize gaps.

7. Build roadmaps and plans.






11

Who attends?

What is the IT Strategy Workshop?

How long?

What are objectives?

What are the outputs?

CIO and direct reports

IT architects and analysts

1 day workshop

plus some data gathering and final presentation

Define or refine IT strategy to ensure alignment with

business strategies and initiatives

Identify and prioritize IT infrastructure gaps

Create roadmaps to close high priority gaps

Analysis on strategic alignment between IT and the

business

Roadmaps towards closing high priority infrastructuregaps





12

S40202DP05:

Consolidate x86-based

application instances

across two or more

LOBs/ application areas

S40202DP06:

Consolidate stand-

alone servers into

blade servers

S40202DP07:

Conduct a x86-

based server

virtualization

Proof of

Concept (POC)

S40202DP08:

Pilot x86-based

server virtualization

technologies across

two or more LOBs/

application areas

S40202DP10:

Pilot the use of grid

technologies across

x86-based platforms

to reduce the time to

results for selected

applications

S40202PE01:

Consolidate x86-

based application

instances across

the enterprise

S40202PE02:

Expand the use

of blade server

technologiesacross the

enterprise

S40202PE03: Pilot

workload

management with

dynamic

virtualization

S40202PE04:

Expand the use of

x86 virtualization

technology across

the enterprise

S40202PE05:

Expand the use

of gridcomputing

across the

enterprise

S40202DP03:

Inventory server

assets and assess

for consolidation

opportunities

[C40702DP03

C40702DP02

C40702DP01]

S40201DP09:

Review and

assess for grid

computing

readiness

S40202DP04:

Determine best fit

workload platform

using the server

selection process

S40202DP01:

Develop Server

Platform Selection

Criteria and Patterns

S40202DP02:

Update the Systems

Development Lifecycle to

incorporate the platform

selection process

[A40102DP03,

C40402DP02,

A40103PE01]

[C40701DP06,

S40505DP02,

C40701DP02]

[S40504DP04,

S40504DP01,

C40701DP02,

S40505DP02,

C40701DP06]

[S40504PE01:

S40505PE02:

S40504PE03]

1. Strategic Alignment

Analysis

• Select BusinessInitiatives

• Determine IT ProviderRelationship with theBusiness

2. Current vs Target Gap

Analysis for 14 IT

Characteristics

• Where are you now?• Where do you need to

be?• Conduct Gap Analysis

3. Prioritization

• Prioritize gaps• Select gaps for building

roadmaps

4. Roadmaps

• Create Roadmaps• Identify initiatives

for each gap

The IT Strategy WorkshopUses a Defined Methodology to Identify Strategic Business Alignment,

Strategic Gaps, and Develop a Roadmap





13

Benefit as IT

Value

Driver

The First Step in IT TransformationUnderstanding the Needs of the Business, and Aligning IT Actions to that Strategy

Cost

as IT Value DriverHigh

High Provid er Relat ionsh ip Model

Provider researches, recommends

and implements technology to

enable quantum leap in business

capability

Uti l i ty

Commodi ty

Provider works with others to develop a

service and provide resources/skills

necessary to support the service

Provider of a quality service at a cost equal to or lower

than the competition

Provider of an adequate service at a cost lower than the

competition

Partner

Enabler





14

Financial ManagementFinance

Service Support

Solution Deployment

Service Delivery

Service Automation

Security & Compliance Management

Process

Site and FacilitiesEnvironment

IT Host Resources

Unix Servers

X86-based Servers

Midrange Servers

Compute

IT Storage Resources

Information Lifecycle Management (ILM)Storage

IT Network ResourcesNetwork

D o

m a i n s o f C a p a b

i l i t y

IT Strategy Workshop Evaluates 14 IT Characteristics





15

Sample AgendaFor IT Strategy Workshop

Discuss Client‟s Current IT Environment

and Future Directions

Dynamic Infrastructure Strategy Overview

Introduction to Dynamic Infrastructure StrategicPlanning Assessment

Evaluate Strategic Alignment

Evaluate Current and Desired TechnicalCapabilities

Prioritize Gaps to Address

Plan Next Steps and Wrap-up





16

IT Strategy Workshop Process Flow…

Workshop prep

Explore

Workshop session

and assessment

review

IBM Business Partner

develops report

Detailed roadmap

development


presents report withdiscussion

Client roadmap

presentation

1

Client provides IBMBusiness Partner teamwith pre-workshopbackground materials

1 - 2 Weekselapsed time 1 – 2 weeks 2 – 4 hours

2 3 4 5

IBM, IBM Business Partner and

Client participants

Assessment

Postworkshop AssessmentReadout(2 hours)

6 Next

Steps





17

Excerpts from Deliverable





18

Core workshop deliverables include the strategic alignment assessment results,customized roadmaps and project details.

Strategic Alignment Assessment: How

does the business view IT? Do IT initiatives align

with what the business needs from IT?

Summary Assessment : Current vs.

desired future state assessment of IT capabilities.

Key observations and

recommendations for each domain

Customized selected roadmaps: Based

on client priority, showing projects by initiative

and interdependencies.

List of candidate project descriptions: For entries in the roadmap that will incrementally

advance IT capabilities towards the desired future

state.

IT Strategy Workshop customized presentation, based on input from IBM Business

Partner experts, includes:

B e n e

f i t

a s

I T V a l u e D r i v e r

Cost

High

High Provider Relat ionship Model

Provider researches,

recommends and implementstechnology to enable quantum

leap in business capability

2 Uti l i ty

1

Commodi t y

Provider works with others to

develop a service and provide

resources/skills necessary to

support the service

Provider of a quality service at

a cost equal to or lower than

the competition

Provider of an adequate service

at a cost lower than the

competition

3 Partner

4 Enabler

Projects Selected

Respondents Desired stat

Priorities selected





19

Sample Deliverable: Current State of Dynamic InfrastructureInformation

Infrastructure

Virtualization andOptimization

Facilities and Data

Center

Business Resilience and

Security

Service Management

and Asset Management

Strategy Strategy document suggests IT‟s intent to align with xClient‟s objectives.

Provide failover

redundancy and support

data access

Incomplete strategy tooptimally handle growth.

Recognized need for

virtualization and

optimization strategy.

Strategy in early stages of

development; not yet

documented.

Tactical reactive approaches

substituted for strategy.

Undocumented, “best-effort” backupand recovery capabilities.

___________________________

Security strategy to balance risk versusexpense. React to exposures as identifiedby audit processes.

No overall documented

service management or asset

management strategy.

Architecture andDesign

Some documented standards but often ignored.

Multiple vendors, multipleSANs.

Early stages of defining dataclasses andretention/archival policiestowards implementinglimited ILM requirement.

Under consideration and

development pending

creation of strategy.

Early stages of someconsolidation using blades.

Tactical approach to

supplement xClient’s facilities

with rented DC space.

Incomplete research for fact-

based architecture and design

alternatives.

Multiple sites, self designed and

implemented failover for storage.

___________________________

Varied security architecture largely drivenby individual vendor products‟ security

standards.

Some documented processes.

Some staff ITIL education.

Early stages defining servicescatalog.

Implementationand Maintenance

3 sites with 2-way failover byapplication.

High information growthrates and indefinite retentiondemands contribute tofacilities issues.

Some storage virtualization.

All other areas awaiting

completion of strategy,

architecture and design.

Power, space and cooling

issues severely compromise

DC stability and effectiveness.

Impede ability to deploy

and/or grow strategic

applications.

Critical server failover exposure.

______________________________

3 sites with 2-way storage failover byapplication. Dependent servers lackfailover or off-site failover capabilities.

Minimal process related securityincidences.

Non-integrated tools do not

cover many service

management areas.

Opportunity to further exploit

installed tools.

Resource challenges for

failover & stress testing.

Usage statistics not collected.

Multiple manual Asset DBs.

Minimal to no progress

Moderate or in-progress

Significant progress to completion

Many infrastructure pillars are in early stages of formalizing strategy and architecture. Statistics-gathering processes and toolsthat support fact-based decision-making need improvement. Space, power and cooling constraints severely limit ability togrow or support new strategic applications.





20


Strategic Alignment Assessment: How does the business view IT? Do IT

initiatives align with what the business needs

from IT?


desired future state assessment of IT

capabilities.



Customized selected roadmaps: Based on client priority, showing projects by

initiative and interdependencies.

List of candidate project

descriptions: For entries in the roadmap

that will incrementally advance IT capabilities

towards the desired future state.



Finance

Process

Environment

Network

Storage

Compute

Discrete PartialIntegration

EnterpriseIntegration

DefinedValue Net

Open ValueNet

Scope of services

Assess current state Determine future stateIdentify required

capabilities and initiativesDevelop roadmaps

xClient’ Business/IT Goals & Initiatives

D o m a i n s o f C a p a b i l i t y

Finance

Process

Environment

Network

Storage

Compute

Discrete PartialIntegration


DefinedValue Net

Open ValueNet

Scope of services









21

Core workshop deliverables include the assessment results, customizedroadmaps and project details.



Storage Resources

- Determine storage migration‟s relative importance in light of other IT

projects and allocate additional resources as necessary.

- Investigate the use of storage virtualization as an optimizing enabler

for enterprise shared storage model

- Implement a tiered storage architecture across the enterprise using

appropriately defined technologies at each tier, i.e., SAN, NAS,

Virtual Tape, etc.

- Implement an Information Lifecycle Management architecture to

optimize existing storage usage and decrease storage costs.

ILM

- Leverage techniques and skills gained from individual accounts ‟

ILM implementations across all of xClient.

- Continue data tieringanalysis.

- Investigate appropriate tools and architectures to support ILM

standards, policies and processes across all of xClient.

- Establish governance processes to ensure adherence to ILM

standards policies and processes.

Networking

- Complete migration to xClient's Internal IT network

- Assess xClient's Internal IT network security architecture and

implementations to ensure xClient customers‟ network security

requirements can be met.

Compute

Storage Resources

-Standardization on xVendor storage is resulting in a large storage

migration project. This project is proceeding slowly due to resource

constraints.

-No storage virtualization in use

ILM

-xClient IT provides and supports ILM only for selected customers and

otherwise has no overall ILM strategy .

-Rather than customers selecting data tiers from a standard set of

definitions with minimal customization, each ILM contract customer

defines data tiers unique for their organization.

-Current work underway to examine like groups of contract terms for

defining common cross-organization data tiers.

Networking

-

Project underway to migrate xClient network infrastructure to existingxClient's Internal IT network

RecommendationsObservation

Storage Resources







Virtual Tape, etc.



ILM

- Leverage techniques and skills gained from individual accounts ‟







Networking


- Assess xClient's Internal IT network security architecture and

implementations to ensure xClient customers‟ network security


Compute

Storage Resources



constraints.


ILM








Networking

-

Project underway to migrate xClient network infrastructure to existingxClient's Internal IT network





Summary Assessment : Current vs. desired

future state assessment of IT capabilities.



Customized selected roadmaps: Based on

client priority, showing projects by initiative and

interdependencies.



state.





22
















state.





23













interdependencies.



state.



deeper


IT Strategy Facilitator’s Guide

Excerpts

Louise Hemond-Wilson

D i I f t t





25

Steps in the Workshop Facilitator’s Guide

1. COORDINATION OF THE DELIVERY TEAM: The delivery resources need tocontact each other to determine who carries the lead/ownership for which portionof preparing and conducting the workshop. This is a needed step to ensureequitable division of labor. Major task areas needing ownership are:

- Arranging the call with the IBM or IBM Business Partner sponsor.

- Preparing the pre-workshop .ppt file, distributing to the client, ensuring the call gets

scheduled by the account team.- Leading the pre-workshop call discussion with the client.

- Interacting with the client for logistical details and obtaining pre-workshop materials.

- Preparing the workshop tool, the workshop .ppt file and the CUPE .xls spreadsheet.- Scheduling the immediate pre-workshop meeting for the delivery team and the account

team.

- Leading different portions of the workshop.

- Owning the creation of the .ppt Final deliverable, the creation of roadmaps and thecreation of the project document.

- Scheduling the final presentation walkthrough with the account team.

- Scheduling the final presentation with the client.- Sending materials to the account team and the client.

- Posting the deliverable in the team room.



D i I f t t





28

Steps in the Workshop Facilitator’s Guide continued

6. WORKSHOP: At the conclusion of the workshop query the client for potentialdates for the final presentation. Schedule that now if possible or as soon afterthe workshop as possible.

7. IMMEDIATELY POST-WORKSHOP: Immediately following the workshop or thenext day, the workshop delivery team assembles in-person to complete key partsof the analysis and observations. Typically this is the scorecard, the CUPE

graph, the Observations and Recommendations at a minimum. Someone shouldbe assigned as owning creating the following parts of the deliverable:- The Final presentation .ppt

- The roadmaps (to be incorporated into the Final .ppt)

- The project descriptions .ppt. This is typically delivered to the client as a separatedocument since it is often quite large.

8. POST-WORKSHOP: Typically the delivery team uses Sametime Screen Sharingor NetMeeting to work collaboratively on creating the Final .ppt. The teammember who owns creation of the Final presentation should schedule time forthe team to work together. This is best done as quickly as possible after aworkshop. However, due to calendar coordination for the client, presentation ofthe final deliverable might not occur for weeks or even a month.






29

Steps in the Workshop Facilitator’s Guide

9. PRE-FINAL REVIEW WITH THE ACCOUNT TEAM: Prior to

conducting the final review with the customer, schedule time with theaccount team to review the deliverable. The purpose of this call is to:

- Make the account team aware of what will be said.

- Listen to their perspective on how the message will be received or learn of anymatters to take into consideration in the analysis.

- Translate the generic next step and project descriptions into viable IBM or IBM

Business Partner services or products that the account team might use in their

discussions with the client.

10.FINAL PRESENTATION WITH THE CLIENT: Conduct the final

presentation with the client. Capture appropriate client and accountteam feedback. Send the client .PDF versions of the FINAL andPROJECT files prior to the conference call.



deeper


IT Strategy

pre-Workshop Call

Louise Hemond-Wilson: hemo nd@us. ibm.c om






31

Building a dynamic infrastructure…

….requires an integrated, holistic approach aligned withbusiness strategies, initiatives and objectives.






32








33

Agenda

IT Strategy Workshop Technique – overview

Workshop Delivery Approach, Agenda, and Deliverables

Confirm Workshop Objective, Parameters, Scope, and Participants

Next Steps






34

Service

Management

Asset

Management

Virtualization

and

Consolidation

Information

Infrastructure

Energy

Efficiency

Security Business

Resilience

Strategy

Recognize

Interdependencies

Tie to Business

Strategy

Architecture

and Design

Standards and

Governance

Implementation

and

Maintenance



Initiatives by









35

S40202DP05:



across two or more


S40202DP06:

Consolidate stand-

alone servers into

blade servers

S40202DP07:

Conduct a x86-

based server

virtualization

Proof of

Concept (POC)

S40202DP08:

Pilot x86-based


technologies across

two or more LOBs/

application areas

S40202DP10:


technologies across

x86-based platforms



applications

S40202PE01:

Consolidate x86-

based application

instances across

the enter prise

S40202PE02:

Expand the use

of blade server

technologies

across the

enterprise

S40202PE03:Pilot

workload

management with

dynamic

virtualization

S40202PE04:

Expand the use of

x86 virtualization

technology across

the enterprise

S40202PE05:

Expand the use

of grid

computing

across the

enterprise

S40202DP03:

Inventory server

assets and assess

for consolidation

opportunities

[C40702DP03

C40702DP02

C40702DP01]

S40201DP09:

Review and

assess for grid

computing

readiness

S40202DP04:

Determine best fit

workload platform

using the server

selection process

S40202DP01:

Develop Server

Platform Selection


S40202DP02:

Update the Systems



selection process

[A40102DP03,

C40402DP02,

A40103PE01]

[C40701DP06,

S40505DP02,

C40701DP02]

[S40504DP04,

S40504DP01,

C40701DP02,

S40505DP02,

C40701DP06]

[S40504PE01:

S40505PE02:

S40504PE03]

1. Strategic AlignmentAnalysis




Analysis for 14 IT

Characteristics


be?• Conduct Gap Analysis

3. Prioritization


roadmaps

4. Roadmaps


for each gap








36

The first step in IT transformation must be understanding the needs of

the business , and aligning IT actions to that strategy

Benefit

as IT Value Driver

Cost

as IT Value Driver

High



recommends and implements

technology to enable quantum


Uti l i ty

Commodi ty


service and provide resources/skillsnecessary to support the service

Provider of a quality service at a cost equal to or

lower than the competition

Provider of an adequate service at a cost lower than thecompetition

Partner

Enabler






37


Service Support

Solution Deployment

Service Delivery

Service Automation


Process


IT Host Resources

Unix Servers

X86-based Servers

Midrange Servers

Compute











38

The IT Strategy Workshop Adoption Model

Defined ValueNet

Open ValueNet

PartialIntegration


Discrete

Scope of Services


Dedicated to:LOB

or Application

Siloedor

GeographicLocationOriented

Connected(linked)

butnot

Integratedacross the

EntireEnterprise.

Horizontaland

Vertical

Integration

Optimizationacross the

EntireEnterprise

Sharingand

Integration

withValue NetPartnersBased on

Pre-established

Agreements

Sharingand Integration

with

Value NetPartnersBased on

Dynamically and Automatically

Established Agreements

…..The Scope of Services

Finance

Process

Environment

Network

Storage

Compute






39

During the workshop the team assesses each of the characteristic

sets based on their knowledge of current and desired target state.






40

IT Strategy Workshop creates client-specific IT roadmaps

A IT Strategy Wor ksho p is used to ident i fy current s tates and d esired target states of

xClient’s IT infrastructure capabilities, based on their enterprise business and IT goals

and init iat ives.

Finance

Process

Environment

Network

Storage

Compute

Discrete Partial

Integration

Enterprise

Integration

Defined

Value Net

Open Value

Net

Scope of services



xClient’s Business/IT Goals & Initiatives






y

41

Agenda



Confirm IT Strategy Workshop Objective, Parameters, Scope, and

Participants

Next Steps





y

42

IT Strategy Workshop Process Flow…

Workshop prep

Explore

Workshop session

and assessment

review


develops report

Detailed roadmap

development


presents report withdiscussion

Client roadmap

presentation

1

Client provides IBMBusiness Partner teamwith pre-workshopbackground materials

1 - 2 Weekselapsed time 1 – 2 weeks 2 – 4 hours

2 3 4 5

IBM, IBM Business Partner and

Client participants

Assessment

Postworkshop Assessment

Readout(2 hours)

6 Next

Steps




y

44














state.



B e n e

f i t

a s

I T V a l u e D r i v e r

Cost

High

High Provider Relat ionship Model


recommends and implementstechnology to enable quantum


2 Uti l i ty

1

Commodi t y

Provider works with others to

develop a service and provide

resources/skills necessary to

support the service

Provider of a quality service at

a cost equal to or lower than

the competition

Provider of an adequate service

at a cost lower than the

competition

3 Partner

4 Enabler

Projects Selected

Respondents Desired stat

Priorities selected





y

45


Strategic Alignment Assessment: How does the business view IT? Do IT

initiatives align with what the business needs

from IT?


desired future state assessment of IT

capabilities.



Customized selected roadmaps:

Based on client priority, showing projects byinitiative and interdependencies.

List of candidate project

descriptions: For entries in the roadmap

that will incrementally advance IT capabilities

towards the desired future state.

IT Strategy Workshop customized presentation, based on input from IBM BusinessPartner experts, includes:

Finance

Process

Environment

Network

Storage

Compute

Discrete Partial

Integration

Enterprise

Integration

Defined

Value Net

Open Value

Net

Scope of services





Finance

Process

Environment

Network

Storage

Compute

Discrete Partial

Integration

Enterprise

Integration

Defined

Value Net

Open Value

Net

Scope of services








© 2008 IBM Corporation46










interdependencies.



state.




Storage Resources







Virtual Tape, etc.



ILM

- Leverage techniques and skills gained from individual accounts‟







Networking


- Assess xClient's Internal IT network security architecture andimplementations to ensure xClient customers‟ network security


Compute

Storage Resources



constraints.


ILM








Networking

-Project underway to migrate xClient network infrastructure to existing

xClient's Internal IT network


Storage Resources







Virtual Tape, etc.



ILM

- Leverage techniques and skills gained from individual accounts‟







Networking


- Assess xClient's Internal IT network security architecture andimplementations to ensure xClient customers‟ network security


Compute

Storage Resources



constraints.


ILM








Networking

-Project underway to migrate xClient network infrastructure to existing

xClient's Internal IT network














Key observations and recommendations

for each domain



interdependencies.

List of candidate project descriptions: Forentries in the roadmap that will incrementally advance

IT capabilities towards the desired future state.

















interdependencies.



state.








Participants

Next Steps

Agenda





Workshop objectives:

xClient‟s Objectives:





Workshop Parameters: Timeframe, Scope, Partners, Priority and

Effort Definitions.

Define the timeframe for the assessment example: A 3, 4 or 5 year time span or adoption timeline

Define the scope: The workshop scope was focused on the following areas of the business/IT:

Partners were defined as:





The following enterprise business and IT initiatives were

established:

Simplify to reduce costs

Reduce IT Acquisition Cost

Improve efficiency to reduce IT costs

React to data center facility

constraints

Improve IT Reliability

Improve quality of service

Increase Customer Loyalty

Establish a pro-active energy

efficiency strategy

Increase IT Flexibility

Measure IT value to the business

Ensure regulatory compliance

Develop New Services

Support Emerging Markets

Improve Market Responsiveness

xClient’s Business and IT Initiatives




Agenda




Participants

Next Steps





Review open items for today’s meeting

Item Owner Complete

dConfirm that sponsor will be prepared to "kick off" the workshop with a 60 minute

discussion on their current environment, issues/pains, goals for transformation, and

why his/her team is engaged in this workshop.

Verify logistics (dates, locations, draft agenda, communication, catering, equipment,room setup, etc…)

Set target date for completing data collection questionnaire

Verify participants





1

2

Next Steps

To proceed, the following activities are suggested:

Verify Workshop Participant Availability

Verify Workshop Location Logistics- Room Arrangement

- Workshop Date

- Projector

Perform the IT Strategy Workshop

Together!

Execute next steps with xClient

3

4



deeper


Appendix:

Data Collection Questionnaire

To be completed and returned to your


one week prior to the workshop.





Pre-Workshop Data Gathering

Please complete the following:

Client Background Client Name:

Client SponsorshipCIO Name

Workshop Sponsor Name

Workshop Sponsor Title

Sponsor reporting chain to CIO

Sponsor reporting chain to CEO

Provide executive IT organization chart if available

Client IT IT Total employees (all of IT)

IT Locations (total)

Central (Data center) Locations

Describe significant outsourcing or out-tasking relationships

Client HardwareInfrastructure

Primary Intel Suppliers / count of serversPrimary Unix Suppliers / count of servers

Primary MF Suppliers / MIPS / count of servers

Storage Suppliers / Usable capacity in TB

Current Optimization Techniques, e.g., virtualization

IT Optimization products, e.g., VMWare

Client Network

Infrastructure

Number of discrete networks

What techniques do you use to manage networks?

What network optimization techniques do you use? e.g.,compression, TCP termination, caching

Client Software

Infrastructure

Key DBs installed

Key System Management products

Client Applications Key applications

Packaged, Custom, combination

Schedule When do you want to conduct this workshop?

Projected Timeframe Within how many years do you want to see changes?





Pre-Workshop Data Gathering continued

Please complete the following:

Prioritized Business /

IT Goals and Initiatives

Please select 5 initiatives from the list below that most represent your top Business / IT Goals and Initiatives

_____ Simplify to reduce costs

_____ Reduce IT Acquisition Cost

_____ Improve efficiency to reduce IT costs

_____ React to data center facility constraints

_____ Improve IT Reliability

_____ Improve quality of service

_____ Increase Customer Loyalty

_____ Establish a pro-active energy efficiency strategy

_____ Increase IT Flexibility

_____ Measure IT value to the business

_____ Ensure regulatory compliance

_____ Develop New Services

_____ Support Emerging Markets

_____ Improve Market Responsiveness

SLAs and Service

Management

What types of SLAs are in place?

Are you meeting your SLAs in all areas?

Please describe any problem area SLAs?

Has the client implemented or considered ashared services model?

Data Center Strategy Are you planning any major data center

consolidation, construction or renovationprojects?

Do you have space, power, cooling or airflow

constraints?

Workshop Participants

and Titles



deeper


IT Strategy

Workshop






Agenda for IT Strategy Workshop

Workshop Topic

Welcome, Introductions, Objectives, Agenda

xClient presentation on current IT environment and future directions

Dynamic Infrastructure and IT Strategy Workshop overview

Break

Evaluate strategic alignment and define business initiatives

Lunch

Evaluate current and desired technical capabilities

Prioritize initiatives

Plan next steps and wrap-up





Workshop Participants

xClient

Project Leader

Project Leader

Executive Sponsor


Jane Doe, Exec. IT Consultant

John Doe, Sr. Consultant





Introductions

Name and title

Job responsibility and area

Organization or Line of Business

Length of experience and/or depth of

knowledge within the organization What you would like to get out of this

workshop

1 minute maximum!





Ground Rules for the Workshop

Stay with the session and stay focused please

- NO: e-mail, chat/IM, cell phones, blackberry‟s, pagers

- Set phones & pagers on vibrate and step out for emergency calls

- Please – no laptop connectivity - between breaks only

Participate and make your views heard- Ask questions. Make sure the material is clear to you

- All points of view are valued

- All questions are valid

- Do not reject any idea until it is time for evaluation and selection

- Philosophical discussions are for lunch and breaks

- Parking lot for items of discussion that consume time

- One conversation at a time

- Try and have some fun





From prior interviews, the following workshop objectives were

established for xClient:






Workshop Topic




Break


Lunch








Discussion on xClient Current IT environment and future directions

What are the key objectives for the IT department at xClient over the

next few years?

What are the drivers behind those objectives?

What major IT projects are planned?

Discussion about the data provided before the workshop.






Workshop Topic




Break


Lunch











B ildi D i I f i j




Service

Management

Asset

Management

Virtualization

and

Consolidation

Information

Infrastructure

Energy

Efficiency

Security Business

Resilience

StrategyRecognize

Interdependencies

Tie to Business

Strategy

Architecture

and Design

Standards and

Governance

Implementation

and

Maintenance



Initiatives by








S40202DP05:



across two or more


S40202DP06:

Consolidate stand-

alone servers into

blade servers

S40202DP07:

Conduct a x86-

based server

virtualization

Proof of

Concept (POC)

S40202DP08:

Pilot x86-based


technologies across

two or more LOBs/

application areas

S40202DP10:


technologies across

x86-based platforms



applications

S40202PE01:

Consolidate x86-

based application

instances across

the enter prise

S40202PE02:

Expand the use

of blade server

technologies

across theenterprise

S40202PE03:Pilot

workload

management with

dynamic

virtualization

S40202PE04:

Expand the use of

x86 virtualization

technology across

the enterprise

S40202PE05:

Expand the use

of grid

computing

across the

enterprise

S40202DP03:Inventory server

assets and assess

for consolidation

opportunities

[C40702DP03

C40702DP02

C40702DP01]

S40201DP09:

Review and

assess for grid

computing

readiness

S40202DP04:

Determine best fit

workload platform

using the server

selection process

S40202DP01:

Develop Server

Platform Selection


S40202DP02:

Update the Systems



selection process

[A40102DP03,

C40402DP02,

A40103PE01]

[C40701DP06,

S40505DP02,

C40701DP02]

[S40504DP04,

S40504DP01,

C40701DP02,

S40505DP02,

C40701DP06]

[S40504PE01:

S40505PE02:

S40504PE03]

1. Strategic AlignmentAnalysis




Analysis for 14 IT

Characteristics


be?

• Conduct Gap Analysis

3. Prioritization

• Prioritize gaps• Select gaps for buildingroadmaps

4. Roadmaps


for each gap







The first step in IT transformation must be understanding the needs of

the business , and aligning IT actions to that strategy

Benefit as IT Value Driver

Cost

as IT Value Driver

High






Uti l i ty

Commodi ty







competition

Partner

Enabler






Service Support

Solution Deployment

Service Delivery

Service Automation


Process


IT Host Resources

Unix Servers

X86-based Servers

Midrange Servers

Compute


Information Lifecycle Management (ILM)

Storage


D

o m a i n s o f C a p a

b i l i t y







Defined ValueNet

Open ValueNet

PartialIntegration


Discrete

Scope of Services

D o m a i n s o f C a

p a b i l i t y

Dedicated to:LOB

or Application

Siloedor


Connected(linked)

but

notIntegratedacross the

EntireEnterprise.

Horizontaland

Vertical

IntegrationOptimizationacross the

EntireEnterprise

Sharingand

Integration

withValue NetPartnersBased on

Pre-established

Agreements


with





Finance

Process

Environment

Network

Storage

Compute

Dynamic InfrastructureDuring the workshop the team assesses each of the characteristic

sets based on the customer’s input of current and desired target




sets based on the customer s input of current and desired targetstate.







Workshop Topic




Break


Lunch








Discussion about the business / IT relationship at xClient

How would you describe the relationship between the business units and

IT?

How does the business request services from IT?

How important is the cost of a project vs the need to develop a solution

that provides leading capability in your industry?


Th fi t t i IT t f ti t b d t di th d




The first step in any IT transformation must be understanding the needs

of the business , and aligning IT actions to that strategy

Benefit as IT Value Driver

Cost

as IT Value Driver

High






Uti l i ty

Commodi ty







competition

Partner

Enabler





Conducting the CUPE Survey

CUPE is assessed via 10 multiple-choice questions

Each question will be answered individually by each of the workshopparticipants. Each participant should write their answers on a blank sheet

of paper next to the question number – e.g.:

- Q1 B

- Q2 C

- Q3 A etc.

Answer sheets will be collected at the end of the survey, and the answers

averaged for each question, to obtain a collective “score” for each

question





Q1 – Customer satisfaction measurement is:

a) Less important than achieving cost targets

b) Focused on automating activities with increased productivity and/or

decrease in product cycle time

c) Measured by the customer satisfaction of the business products or

services

d) Measured by the ability of IT to provide a strategic competitive

advantage in the overall goals and initiatives of the business





Q2 – The corporate view of IT is:

a) A provider of technical services

b) A facilitator for organizational efficiency

c) A strategic alignment with the business goals and objectives of theenterprise

d) A critical enabler of the corporate vision





Q3 – The enterprise approach toward the IT organization is:

a) As an expense center

b) As a service center

c) As a profit contributor

d) As a variable cost, on demand value center


Q4 IT services and solutions are provided to the business at the




Q4 – IT services and solutions are provided to the business at the

lowest feasible cost:

a) With minimal consideration for value add

b) With equal consideration for quality of service

c) With significant value add services

d) With the ability to enable business strategies on demand at variable cost





Q5 – The IT organization’s approach to new technologies is:

a) Extremely cautious, rarely implements leading edge technology

b) Very cautious, must conform to a confirmed industry best practice

c) Cautious, but willing to consider new technologies with a high probablyof success

d) Aggressive, willing to experiment with new technologies which can

potentially provide a competitive advantage





Q6 – The projects within the IT plan are:

a) Focused primarily on business automation (cost reduction) initiatives,

with some projects addressing service quality

b) Balanced between automation and service quality improvements, with

some resources directed towards enhanced capability

c) Focused on service quality improvement, enhanced capabilities, withsome projects focused on automation

d) Focused primarily on enhanced capabilities and service quality

improvements, with significant resources directed towards a few „big

plays‟ exploring advanced technologies





Q7 – The IT organization’s attitude toward risk is:

a) Extremely risk averse

b) Risk averse

c) Willing to accept some risk if the potential return is large enough

d) Embraces risk as a means to gain competitive advantage





Q8 – The IT Services are:

a) Primarily focused on applications to improve productivity of

administrative functions, and are reactive, with the business demandingservices from IT

b) Primarily focused on productivity enhancements, but IT has a moderateunderstanding of customer requirements. There is an awareness of

customer satisfaction.

c) A balance of business driven projects that are enabled by IT and are

visible to customers of the enterprise, with internal productivity services

d) A mixture of externally-visible services, services for gaining significant

competitive advantage and internal productivity initiatives.





Q9 – The IT Services that are provided to the business:

a) Are standard, basic IT services that will “keep the lights on”, with nothing

unique

b) Enable the IT services expected by most organizations within the same

industry

c) Will provide standardized IT processes and architectures that are

relevant to the industry, with a few initiatives which are there to provide

competitive advantage

d) Are directly aimed at enabling the organization to provide competitiveadvantage based on the usage of IT





Q10 – This enterprise is:

a) Not aware of how their competitors use technology

b) Is aware of their competitors use technology, but does not react based

on that knowledge

c) Watches closely their competitors uses technology, and responds when

necessary

d) Attempts to anticipate their competitors will use technology, and

develops alternative strategies


Participant votes will be scored by this simple template to determine an




Participant votes will be scored by this simple template to determine an

organization’s CUPE score

The score indicates the nature of the business / IT relationship, and the

importance of cost vs business benefit in the IT purchasing process

The score will be shared with xClient after it has been calculated.





The Purpose of the IT / Customer Relationship Profile

Indicates overall attitude towards the IT function within an organization

Illustrates general characteristics of IT within a company

No profile is “Right” or “Wrong”

Profile provides a view against which to consider alignment of IT

activities. For example:- A Commodity profile IT provider is unlikely to consider solutions that are

considered leading edge, or require an enterprise wide investment and

standardization

- A Partner or Enabler profile IT provider will be looking for solutions that provide

the business with flexible, innovative IT solutions, and is more likely to consider

leading edge technologies IT architectural recommendations should be made in the light of this view





Commodity Profile

Focused primarily on using IT to automate administrative functions at the

lowest possible cost

Primary characteristics (These objectives are pursued even at the expense of customer

satisfaction, functionality, and performance)

- Cost control

- Achieving economies of scale wherever possible

Leader normally does not report to the President or Chief ExecutiveOfficer of the enterprise

Technical innovation will be almost non-existent, because of the risk /

cost involved.





Utility Profile

Cost is still a major factor, but:

- Recognition of, and concern for customer satisfaction

- More of a customer focus, especially in key areas such as Help Desk

- Consideration of customer requirements in the selection of IT projects

- Cost remains a large issue

Business is beginning to relate IT services to business value.

If IT organization does not respond adequately, the business units could

develop IT services on their own causing unofficial IT islands

Might have generalized customer satisfaction surveys

Head of IT will probably report to a higher level within the business

structure





Partner Profile

Business retains some control through participation in setting corporate technicalstandards and policies.

Enterprise wide IT organization focused on effective and efficient use oftechnology but with a clear vision / mission to support the business units inachieving business objectives.

Cost is still a consideration

- Focus is not on the cost- Focus is on business benefit derived from an investment in IT.

Assign advocates to each major business unit. Each business unit has a liaison toIT.

Business unit executives participate in key IT decisions and strategies

IT participates in business strategy and planning

Customer satisfaction is a critical IT measurements IT receives greater recognition within the enterprise. IT leader will be at a peer

level with other business unit leaders.





Enabler Profile

Cost, remains a consideration

IT initiatives are included as part of an overall business initiative.

IT costs are tracked, but for the purpose of evaluating the success of the

overall business initiative.

IT initiatives are critical elements of the business strategy, and are lookedat as key differentiators supplying a competitive advantage.

The CIO is a senior executive within the enterprise, wielding significant

influence and control. The President and/or CEO is quite often a

technologist, as well.

Control is achieved through the use of standardized processes.

- Understand the significance to the enterprise of adhering to IT processes

- IT understand their role and authority to deviate from process as business

situations warrant.


The following enterprise business and IT initiatives were




established:

xClient’s Business and IT Initiatives





Mapping of template business initiatives to CUPE

Simplify to reduce costs C

Reduce IT Acquisition Cost C

Improve efficiency to reduce IT costs C

React to data center facility constraints U

Improve IT Reliability U

Improve quality of service U

Increase Customer Loyalty P

Establish a pro-active energy efficiency strategy P

Increase IT Flexibility P

Measure IT value to the business P

Ensure regulatory compliance P

Develop New Services E

Support Emerging Markets E

Improve Market Responsiveness EAverage = Calculate average






Workshop Topic




Break


Lunch









Workshop Topic




Break


Lunch





Workshop Parameters: Timeframe, Scope, Partners, Priority and Effort




p p y

Definitions.

Define the timeframe for the assessment

- 1 year??

Define the scope:

- The workshop scope was focused on the following areas of the business/IT: xClient ‟ 2

main data center locations





Questions

Discussions

What happens next?

Thank-you!



deeper



xClient Report






Agenda

Dynamic Infrastructure Overview

Objective, Scope and Parameters

Assessment Results

- CUPE

-

Assessment Roadmap Tool Observations & Recommendations

Selected Roadmaps

Conclusion and Next Steps

Appendices

- Detailed Assessment Results- Project Details





Service

Management

Asset

Management

Virtualization

and

Consolidation

Information

Infrastructure

Energy

Efficiency

Security Business

Resilience

StrategyRecognize

Interdependencies

Tie to Business

Strategy

Architecture

and Design

Standards and

Governance

Implementation

and

Maintenance



Initiatives by





The IT Strategy Workshop




S40202DP05:

Consolidate x86-basedapplication instances

across two or more


S40202DP06:

Consolidate stand-

alone servers into

blade servers

S40202DP07:

Conduct a x86-

based server

virtualization

Proof of

Concept (POC)

S40202DP08:

Pilot x86-based


technologies across

two or more LOBs/

application areas

S40202DP10:Pilot the use of grid

technologies across

x86-based platforms



applications

S40202PE01:

Consolidate x86-

based application

instances acrossthe enter prise

S40202PE02:

Expand the use

of blade server

technologies

across the

enterprise

S40202PE03:Pilot

workload

management with

dynamic

virtualization

S40202PE04:

Expand the use of

x86 virtualization

technology across

the enterprise

S40202PE05:

Expand the use

of grid

computing

across theenterprise

S40202DP03:

Inventory server

assets and assess

for consolidation

opportunities

[C40702DP03

C40702DP02

C40702DP01]

S40201DP09:

Review and

assess for grid

computing

readiness

S40202DP04:

Determine best fit

workload platform

using the server

selection process

S40202DP01:

Develop Server

Platform Selection


S40202DP02:

Update the Systems



selection process

[A40102DP03,

C40402DP02,

A40103PE01]

[C40701DP06,

S40505DP02,

C40701DP02]

[S40504DP04,

S40504DP01,

C40701DP02,

S40505DP02,

C40701DP06]

[S40504PE01:

S40505PE02:

S40504PE03]

1. Strategic Alignment

Analysis




Analysis for 14 IT

Characteristics


be?

• Conduct Gap Analysis

3. Prioritization


roadmaps

4. Roadmaps


for each gap




IT St t W k h E l t 14 IT Ch t i ti





Service Support

Solution Deployment

Service Delivery

Service Automation


Process


IT Host Resources

Unix Servers

X86-based Servers

Midrange Servers

Compute











Defined ValueNet

Open ValueNet

PartialIntegration


Discrete

Scope of Services

D o m a i n s o f C

a p a b i l i t y

Dedicated to:LOB

or Application

Siloedor


Connected(linked)

but

notIntegratedacross the

EntireEnterprise.

Horizontaland

VerticalIntegration

Optimizationacross the

EntireEnterprise

Sharingand

Integrationwith


Pre-established

Agreements


withValue Net

PartnersBased on




Finance

Process

Environment

Network

Storage

Compute

Dynamic InfrastructureDuring the workshop the team assesses each of the characteristic

sets based on the customer’s input of current and desired targetstate




state.


IT St t W k h





Clarify IT goals based upon business and IT strategy

Facilitates long-term planning for infrastructure transformation

Links IT transformation to Business Requirements

Allows you to capitalize on IBM‟s expertise

A roadmap helps you understand where

you are and where you need to go…

It provides an IT transformation

blueprint fully customized to your

business needs

The outcome: a roadmap


A d




Agenda



Assessment Results

- CUPE

- Assessment Roadmap Tool

Observations & Recommendations

Selected Roadmaps


Appendices

- Detailed Assessment Results- Project Details


The IT Strategy Workshop team consisted of xClient and IBM Business Partner

participants The IT Strategy Workshop was conducted on MM-DD-YY in




participants. The IT Strategy Workshop was conducted on MM DD YY in

<location>. The participants were as follows:

xClient Participants:

IBM Business Partner Client Team

Participants:

IT Strategy Workshop Facilitators:


IT Initiati es ere selected b Client as objecti es for the ne t 2 ears




IT Initiatives were selected by xClient as objectives for the next 2 years

The scope of the assessment was the enterprise-wide IT environment, but focused on

the Data Centers at xClient and DC2.

The period of planning was 2 years

Simplify to reduce costs

Improve quality of service

Increase IT Flexibility

Measure IT value to the business

Improve IT Reliability and Availability

xClient IT Initiatives


xClient provided information about their current environment prior to

the workshop




the workshop

DRAWING REMOVED


Agenda




Agenda



Assessment Results

- CUPE



Selected Roadmaps


Appendices

-

Detailed Assessment Results- Project Details


CUPE Survey Results




The CUPE Survey indicates the client‟s IT organization‟s impression of the relationship the

business needs with IT

This client‟s score of 2.7 indicates the current state IT provider relationship approaching

“Partner”. Therefore there would be certain behaviors expected.

Person 1 Person 2 Person 3 Person 4

Total

A

Total

B

Total

C

Total

D

Total

Ans

Av.

Score

Q1 d b d b 0 2 0 2 4 3.0

Q2 c d b b 0 2 1 1 4 2.8Q3 b c b b 0 3 1 0 4 2.3

Q4 c b b b 0 3 1 0 4 2.3

Q5 b d d c 0 1 1 2 4 3.3

Q6 b c b b 0 3 1 0 4 2.3

Q7 c c c c 0 0 4 0 4 3.0

Q8 c b c b 0 2 2 0 4 2.5

Q9 d c c b 0 1 2 1 4 3.0

Q10 d c a c 1 0 2 1 4 2.8

Total A 0 0 1 0 2.7

Total B 3 3 4 7

Total C 4 5 3 3

Total D 3 2 2 0

Total Ans. 10 10 10 10

Av. Score 3.0 2.9 2.6 2.3

CUPE Score

CUPE Survey Results



Dynamic InfrastructureThe CUPE responses for Person 1 & 2 were very consistent, but the responses

for Person 3 & 4 (the 2 most senior people in the workshop) showed significant

variation)




variation)

3%

42%

37%

18%

Total A Responses (Commodity)

Total B Responses (Utility)

Total C Responses (Partner)

Total D Responses (Enabler)

Total Responses

0%30%

40%

30%

Total A Responses

(Commodity)




0%30%

50%

20%

Total A Responses

(Commodity)




Person 1 Person 2

10%

40%30%

20% Total A Responses

(Commodity)




0%

70%

30%

0%

Total A Responses (Commodity)




Person 3 Person 4

Person 3‟s responses indicate a wide spread

across the 4 profiles, but Person 4‟s responses

are primarily in the Utility profile.


CUPE Analysis of Selected IT Initiatives




The CUPE analysis of

selected IT Initiatives

indicates this IT organizationis working towards a “Utility”

relationship

This indicates misalignmentbetween the “Partner” IT

provider relationship thebusiness desires and the

direction the IT organization

is heading

Simplify to reduce costs C

Reduce IT Acquisition Cost C

Improve efficiency to reduce IT costs C

React to data center facility constraints U

Improve IT Reliability U

Improve quality of service U

Increase Customer Loyalty P

Establish a pro-active energy efficiency strategy P

Increase IT Flexibility P

Measure IT value to the business P

Ensure regulatory compliance P

Develop New Services E

Support Emerging Markets E

Improve Market Responsiveness E

IT Initiative CUPE Score:

2.0

CUPE Analysis of Selected IT Initiatives


Th B i ’ D i d “P t ” R l ti hi ith IT




Participants‟ impression

of current IT state: 2.7

Benefi t as IT

Value

Driver

Cost






capability

Provider works with others to develop aservice and provide resources/skills





competition

2 Uti l i ty

1 Comm odi ty

3 Partner

4 Enabler

Selected initiatives: 2.0

The Business’ Desired “Partner” Relationship with ITIs Not Supported By IT’s Top Initiatives. IT is Focused on Delivering at a “Utility” Level



Dynamic InfrastructureThe chart of Current & Target states for each Characteristic shows that there is

a recognized need for improvement in most areas, except IT Finance and

Information Lifecycle Management





0

0.5

1

1.5

2

2.5

3

04. Financial Management

01. Service Support

02. Solution Deployment

03. Service Delivery

05. Security & Compliance Management

07. Service Automation

05. Site and Facilities

04. IT Network Resources

03. IT Storage Resources

06. Information Lifecycle Management (ILM)

02. IT Distributed Resources

"02. x86-based Servers"

02. IT Distributed Resources

"03. Midrange Servers"

Target Current


Closing IT Infrastructure Gaps

Impact Analysis on IT Initiatives




Characteristics

1.Simplify to reducecosts

(Commodity)

2. React to DC FacilityConstraints

(Utility)

3. Improve ITReliability

(Utility)

4. Improve Quality ofService

(Utility)

5. Increase ITFlexibility

(Partner)

Mainframe Servers √ √ √

x86 Servers √ √ √ √ √ Storage Resources √ √ √ √ √

ILM

Network √ √ √

Site and Facilities √ √

Service Support √ √

Solution Deploy. √ √ Service Delivery √ √

Finance

Security & Comp. √ √

Service Auto. √ √ √ √

During the workshop, the client relates closing each gap to selected IT initiatives

Based upon CUPE analysis, we would expect to see “Partner” oriented initiatives well-covered by closing identified

gaps

In this case, the client had weak coverage of initiatives supporting the desired behavior


xClient - Impact on IT Initiatives for Selected Characteristics




xClient Impact on IT Initiatives for Selected Characteristics

Characteristics

1.Simplify to reduce

costs(Commodity)

2. React to DC Facility

Constraints(Utility)

3. Improve IT

Reliability(Utility)

4. Improve Quality of

Service(Utility)

5. Increase IT

Flexibility(Partner)

Mainframe Servers √ √ √

x86 Servers √ √ √ √ √

Storage Resources √ √ √ √ √

Sites and Facilities √ √

The selected gaps which the client desired Roadmaps towards closing

heavily supported Utility-oriented initiatives

Two of the gaps support the one “Partner” initiative with a somewhat weak

connection

Selected RoadmapCUPE Score: 2.0


Selected Roadmaps for Closing Gaps and Selected Initiatives Strongly

I di t “Utilit ” B h i f IT




Indicate “Utility” Behavior from IT

Participants‟ impression

of current IT state: 2.7

Benefi t as IT

Value

Driver

Cost






capability

Provider works with others to develop aservice and provide resources/skills





competition

2 Uti l i ty

1 Comm odi ty

3 Partner

4 Enabler

Selected initiatives: 2.0

Selected Roadmaps: 2.0






Service

Management

Asset

Management

Virtualization

and

Consolidation

Information

Infrastructure

Energy

Efficiency

Security Business

Resilience

Strategy

Recognize

Interdependencies

Tie to Business

Strategy

Architecture

and Design

Standards and

Governance

Implementation

and

Maintenance



Initiatives by




Dynamic InfrastructureBased on the Assessment from the OrganizationIt is likely that Service Management is out of balance and should receive additional attention.

Service Management ties very closely to Partner behavior.




Information

Infrastructure

Virtualization and

Optimization

Facilities and Data

Center

Business Resilience and

Security

Service Management

and Asset

Management

Strategy Dynamic Infrastructure (Comprehensive Strategy tied to Business Initiatives)

React to pains and new market opportunities primarily driven by current market conditions

No strategy Strong Attention Strong Attention Moderate Attention Very Weak Attention

Architecture and

Design

<key application> as Finance / Supply Chain Corporate Standard

Some network standardization

Weak security, mail, file serving, etc standards

SAN, direct

attached andinternal storage

Focus is on iSeries,

Intel and Storage.However there are

inadequate

documented

standards and

architectures

2 main data centers.

Program in progress toupgrade DC2

Known risk of proximity of

HA/DR site to Production siteSecurity standards are set but

are platform specific and not

consistent between platforms.

No plans for DR other than

iSeries.

No system

management orsystem services

standards

Implementationand Maintenance

Clarion andinternal

Focus is primarily oniSeries. There is

limited knowledge of

Intel platform, and

plans are limited to

physical

consolidation

Single point of failureexposures with current

environment

Platform specific andinconsistent by platform.

No plans to implementbeyond <key

application> platform

support

E x e c u

t i o n

P

h a s e s

xClient IT objectives are to be nimble and quick to respond; Heavy reliance on tribal knowledge is an exposure; due to size and

current business conditions the ramifications of weak strategy and architecture have not yet surfaced.

Minimal to no progress Moderate or in-progress Significant progress to completion

g y y


Agenda




Agenda



Assessment Results

- CUPE



Selected Roadmaps


Appendices

-



Overall observations and recommendations (1 of 4)




( )

Observation Recommendations

Business/IT Alignment CUPE indicators of strategy do not align with prioritized projects

<key application> as top initiative is primarily focused on automating

internal administrative functions which indicates a “Commodity” profile.

Selected projects are very hardware focused.

Selected focus characteristics did not include some of the projects

which had higher priority than effort.

Towards becoming an Dynamic Infrastructure, some pillars of IT

infrastructure and Data Center services were ignored or weakly

addressed.

Decide whether to adjust projects to align with strategy (ie include

projects focused on measuring IT value) or re-set IT initiatives to

align with projects.

The roadmaps developed by the IT Strategy Workshop are

focused on the Infrastructure areas that are related to the IT

projects that are currently being planned. xClient should review

the planned projects to ensure that they are sufficiently holistic,

and embrace all areas of the IT environment.

Intel Servers

While there are plans to do physical consolidation and virtualization for

the Intel servers and storage, it is not clear what plans exist to optimize

the platform through application or image consolidation, or data

management

There are no DR plans for the Intel platform applications

Undertake an IT Optimization study for Intel servers and storage

to identify opportunities of data and application consolidation

Review the Intel platform applications to determine what DR

plans maybe required

Mid-range (iSeries) Servers

xClient have identified areas where a plan is required for the iSeries

servers, including workload balancing between the proposed DCs, andsizing for the DR requirements. However, these requirements have not

been translated into a plan, or sized, or documented.

Architectural plans are required for the workload balancing on

iSeries across the 2 DCs. Sizing and architecture for DR is alsorequired, as xClient stated that they wanted to run an

Active/Active configuration with restore for DR and a 100%

capability in the event of a disaster, and a recovery target of 1

day.






( )


Storage

There is a recognition of the benefits of storage virtualization, but there is

no plan or architecture of the scope (which servers/applications) and

sizing across the DCs. The implications of DR on storage have not yet

been explored.

There is an open question as to whether the SAN could/should be usedfor the iSeries servers.

Obtain education on the various storage technologies including

SAN and NAS, and iSeries storage.

Develop a strategy and plan for storage virtualization, considering:

- Whether to use NAS or SAN for different applications, such

as file serving, <key application>, other business

applications, etc

- DR for both iSeries and Intel


There is a basic ILM plan related to <key application>, based on the needto retain financial records, but this is not documented.

There does not appear to be a consistent standard for ILM on the Intel

servers, other than a capped mail file size for the domino servers

Obtain ILM education In support of the priority placed on the IT Storage project, we highly

recommend that xClient develop an ILM plan. It will be difficult to

move to “Enterprise” level storage management without an ILM

plan.

IT Network Resources

There are several initiatives in place to replace the V-Sat connections with

a VPN cloud, with 2 providers

It is unclear whether there is redundancy in the last mile connection, and

how the Network management is handled (tools and processes) There is no redundancy in the VPN connection for DC2. This will become

important in the case that DC2 site is activated for DR.

Continue with the VPN implementation

If there is no redundancy in the last mile connection, consider

developing a strategy

In order to support high availability of the business applications(including <key application>), develop a strategy for Network

Management tools and processes

Implement a second line from the VPN cloud to DC2






( )


Site & Facilities

The DC facilities are being upgraded to meet the forecast space, cooling

and power requirements

However, the DCs are approx 20 km apart, in a region that has had many

recent natural disasters, including flooding, earthquakes and a tsunami.

One of the DCs is at a sea-port.

In support of the goal to become a Partner profile, xClient should

undertake an impact analysis to determine how a natural disaster

affecting both DCS would affect xClient business.

A strategy should be created for the DCs based on the impact

analysis

Service Management

There is little understanding of IT service management and its capabilities.

Initiatives related to improving service management and the IT service

relationship (moving towards achieving a Partner provider level) were

prioritized low and then de-selected during the workshop.

There are Service Desk, Change and Release Management, and Service

Level objectives for <key application>.

However, there is no Service Desk, or other formalized ServiceManagement processes for non-<key application> IT services.

There is no interface or relationship between event management and the

Service Desk or Incident management.

Development of a Service Management framework is essential for

achieving a Partner provider relationship

Become educated on IT Service Management frameworks to

understand where they may be applicable in xClient environment.

Establish a program to implement a Service Management

framework

Service Automation

While there is a desire to move to virtualization and service automation in

servers and storage for both iSeries and Intel, there is insufficient

knowledge of the capabilities of the relevant technologies, and how these

technologies can be exploited.

Obtain education on the virtualization technologies for iSeries and

Intel servers and storage, including VMWare, VMotion, PowerVM

and SAN technologies, and develop an appropriate strategy.






( )



xClient is a significant enterprise in <country>, and therefore may

become the target of security attacks, either from external parties,

or past or present employees.

There are multiple security policies for different platforms.

There are multiple signons, but there is a plan to use <key

application> portal for single signon.

There is no centralized recording or management of securityincidents.

It is unclear whether there are standard processes for adding an

employee to the required systems when they join, or removing an

employee when they leave. This is an essential factor in ensuring

productivity of new employees, and removing security exposures

when an employee leaves.

Responsibility for overall IT security should be centralized,

with responsibilities for enterprise IT security policies,

intrusion detection and reporting, and IT security incident

management.

The IT security team should operate in collaboration with the

physical security team.

Processes and tools for single signon should continue to beimplemented. However, standardized processes related to

employees joining or changing roles, and employees leaving

the enterprise must also be developed.


Agenda




g



Assessment Results

- CUPE



Selected Roadmaps


Appendices

-


Dynamic InfrastructureThe following key strategic roadmaps have been provided for xClient to use to

enhance its current IT environment in support of its strategic transformation

activities.




Midrange Servers

Site and Facilities

x86-based Servers


Roadmaps for other Characteristics can be provided if xClient believes that it is

worthwhile undertaking improvement programs in those areas.


Roadmap ExampleFacility Cooling, Energy Management and Reporting, and Physical Security




EV0104DP02:

Evaluate and pilotthe use of spotcoolingtechnologies for

hot spots in aselected facility

Facility Cooling

EV0104DP03: Implement spotcoolingtechnology forhot spots in

selected facilities

EV0105DP01: Develop an energyinventory of aselected facility'spower usage, related

CO2 emissions andBTU generation

EV0101DP02

Energy Management & Reporting

EV0106DP01: Definefacility physical securitypolicies that comply withstandards such as ISO27002, NIST or OSHA

EV0101DP03 EV0101DP01

Facility Physical Security

Facility Cooling, Energy Management and Reporting, and Physical Security

EV0105DP02: Extend IT systemsmanagementinfrastructure tomonitor the power

usage for servers ina selected facility

EV0106DP02: Conduct physicalsecurity complianceaudits for selectedfacilities

EV0106DP03: Implement physicalsecurity policycompliant upgradesto selected facilities


Agenda

http://localhost/var/www/apps/Documents%20and%20Settings/Administrator/Documents%20and%20Settings/Documents%20and%20Settings/Administrator/Local%20Settings/Temp/Local%20Settings/Temp/Temporary%20Internet%20Files/Documents%20and%20Settings/Administrator/Local%20Settings/Local%20Settings/Temp/notesEA312D/CIRPres_projects_0_Environment.ppt










Assessment Results

- CUPE



Selected Roadmaps


Appendices

- Detailed Assessment Results

- Project Details


Conclusion




xClient aspires to have a Partner IT provider relationship with the business. xClienthas done many things toward achieving this but the initiatives are primarilyhardware focused at this time- In order to move towards a Partner IT provider relationship, it is critical that initiatives are

undertaken to measure the quality of IT services to the business, and apply best practice ITprocess frameworks. Therefore we strongly recommend that xClient undertake a programto implement IT service Management and the ITIL framework.

In the IT Strategy Workshop, a high-level, comprehensive assessment of the datacenter environment was undertaken. It is recommended that a more detailedstrategy, plan and architecture must be developed in the following areas:- IT Continuity, including a strategy to address known issues with the current 2 Data Center

locations, and the lack of Disaster Recovery for the non-<key application> applications.

- Security: There is a need to develop a consistent, enterprise standard for security that ismanaged by a centralized function, and is automated and enforced

- Mid-Range Servers: The strategy and architecture for workload sharing and DR on theiSeries must be formalized

- Intel Servers: While there is a plan to do physical consolidation of servers & storage in the2 DCs (50 servers), there are no plans to address the servers & storage in the non-DClocations (due to limitations in the network) and no plans for Disaster Recovery.

- Storage: There is no clear plan for storage virtualization covering both Intel and iSeries,and inclusive of DR requirements


Recommended Next Steps




Action Owner Date

Develop a comprehensive IT strategy that is inclusive of Virtualization,Business Resilience and Security, DC Facilities and Service Management

Architect the <key application> environment to define workload sharing

across the locations and DR.

Undertake sizing for the required <key application> environments

Undertake a virtualization and optimization analysis for Intel, Storage andiSeries with the goal of establishing the architecture for each of these

platforms. This study should be undertaken in an integrated manner as there

are inter-dependencies across these platforms

Undertake a study that identifies the risk and impact of either or both of the

data centers experiencing an extended period of non-availability

Undertake some education in IT Service Management and ITIL with the viewto establishing an IT Service Management framework


Agenda






Assessment Results

- CUPE



Selected Roadmaps


Appendices


- CUPE IT Provider Profiles


Agenda






Assessment Results

- CUPE



Selected Roadmaps


Appendices


- CUPE IT Provider Profiles


The Purpose of the IT / Customer Relationship Profile




The profile survey indicates the overall attitude towards the IT function within an

organization. It is meant to illustrate general characteristics of IT within a company.

No profile is “Right” or “Wrong” – it is simply a view of how IT is perceived withinthe organization. The profile provides a useful view of the decision framework for

IT architectural decisions within the organization. For example:

- A Commodity profile IT provider is unlikely to consider solutions that are considered leading

edge, or require an enterprise wide investment and standardization

- A Partner or Enabler profile IT provider will be looking for solutions that provide the

business with flexible, innovative IT solutions, and is more likely to consider leading edgetechnologies

Therefore, any IT architectural recommendations should be made in the light of

this organizational view of IT.

However, a company will rarely display of the characteristics across all of the ITservices. When reviewing a larger enterprise, care must be taken to define the

scope of the review. For example, if the scope of the engagement is a singledepartment, its profile could well be that of a „Commodity'. However, the profile of

the entire enterprise could be Partner or even Enabler.


Commodity Profile




An enterprise which views IT services as a Commodity is focused primarily on

using IT to automate administrative functions and wishes to accomplish these

functions at the lowest possible cost

The prime characteristics of the organization within this profile are CONTROL of

cost and achieving ECONOMIES OF SCALE wherever possible. These objectives

are pursued even at the expense of customer satisfaction, functionality, and

performance.

IT services within such an enterprise are prime candidates for outsourcing, as

typically an outsourcer can provide standard services at a lower cost based upon

economies of scale.

The leader of the IT organization will normally not report to the President or Chief

Executive Officer of the enterprise. The IT organization will probably be found as a

sub-function within the enterprise's finance organization, again reflecting a focuson controlling costs.

Technical innovation will be almost non-existent, because of the risk / cost

involved.


Utility Profile




Within an enterprise viewing IT as a utility, cost is still a major factor, but there is a

recognition of, and concern for customer satisfaction. There will be more of a

customer focus, especially in key areas such as Help Desk, and there will be

consideration of customer requirements in the selection of IT projects, but cost

remains a larger issue.

In this enterprise the business units are beginning to see the value of IT services.

If the IT organization has not responded adequately, the business units couldbegin to develop IT services on their own. This would is not desirable, but could

naturally evolve as a response to the tension between cost control and end user

satisfaction. Therefore, such an enterprise could have pockets of IT that may or

may not be recognized as 'official' IT service providers.

Within the Utility there maybe generalized customer satisfaction surveys, which

may or may not be customized by end user groups. The head of IT will probably have an elevated position and importance within the

organization compared to a Commodity organization.




Enabler Profile




IT has been elevated from a participant to a leader within the enterprise. IT initiatives arecritical elements of the business strategy, and are looked at as key differentiators supplying acompetitive advantage.

IT has equal prominence with other units in contributing to achieving the business objectives.The CIO is a senior executive within the enterprise, wielding significant influence and control.The President and/or CEO is quite often a technologist, as well.

Power is less about how many people one manages, but more about the influence one has onthe business strategy, and the contribution one makes to achieving that strategy. The actualpeople involved in the delivery of IT services may be scattered throughout the enterprise - inthis organization, reporting structure is almost irrelevant.

Because IT is central to the business strategy, the use of IT must be controlled in order toreduce risk. However, control is achieved through the use of standardized processes. Thosewho work on a process understand the significance to the enterprise of effectively adhering tothe processes, as well as understanding their role and authority in deviating from that processshould the business situation warrant.

Cost, remains a consideration, but here IT initiatives are included as part of an overall businessinitiative. The question is not whether to invest in IT, but rather to invest in a particularbusiness opportunity - the IT component is incorporated into that decision. IT costs aretracked, but for the purpose of evaluating the success of the overall business initiative.


IT Strategy Workshop Training

Workshop Training

Documents

Transcript of Workshop Training