Flex mode framework architectural overview v 2.1 19-08-2013
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This document discusses navigating economic turmoil through adopting smarter ways of doing things using IT service management. It recommends adopting automation-assisted approaches to manage the software development lifecycle and integrate it with service management systems. Continual executive sponsorship is needed for programs managing iterative projects as transformation initiatives impacting people, processes, tools, and partnerships. Collaborative relationships and data analysis capabilities are required to build an automation layer managing business services and processes. Effective governance is also needed from business, IT service management, and third-party provider executives.
Flex mode framework architectural overview v 2.1 19-08-2013
- 1. Paradigm Shift Framework Sukumar Daniel Managing Consultant, Action Research Foundation ICT Service Management Systems Architecture Overview
- 2. BACK GROUND Need for Stability in a Changing World Intellectual Property of Action Research Foundation 2
- 3. ICT in times of Economic Turmoil Changing Market Needs World economy has gone through many crises and enterprises across the globe are seeking to leverage Information and Communication Technologies to support and enhance their ability to survive, compete and grow in a depressed and uncertain environment. Many organizations are struggling with costly, fixed, ageing application and infrastructure portfolios that limit or prevent them from responding to changing and volatile business conditions. The challenge for the CIO is to navigate this turmoil today, while also building a foundation for success tomorrow. Current economic realities are driving changes to enterprise priorities, which in turn, are driving changes to the CIO’s IT priorities. To survive and thrive in this uncertain economy, organizations are re- prioritising their IT programs and projects and leveraging service management best practices with an automation layer. This includes evolving tools and data analysis capabilities that change ways of working. Intellectual Property of Action Research Foundation 3
- 4. Navigating through Turmoil The critical enabler and the key to a dynamic, effective, business aligned Enterprise CIO organisation, is the adoption of smarter ways of doing things. Adopting automation assisted approaches to manage SDLC and its integration with Service Management Systems across the end-to-end Supply Chain, using Enterprise Architecture and SOA Principles for building the IT SMS. Continual Sponsorship from executive management for instantiating programs to manage multiple, simultaneous, Iterative, projects; operated as “Transformation and Change Initiatives” that impact all four dimensions of People, Processes, Tools and Partnerships. Actively creating and promoting collaborative relationships for sharing responsibilities between the personnel in service supply chains; operating Business Process , the IT Service Delivery and the 3rd Party Service Providers. Organisational policy and personal performance target reviews which motivate and encourage collaborative working between all groups operating the supply chain. Effective use of available and evolving technologies for Application, Infrastructure and Data Warehousing which are required to build an automation layer that embeds and manages all Business Services and the Service Management Processes. Capabilities to create, access, analyse and improve performance and quality measures of IT enablement of Business Services by establishing a single source of truth, Business Intelligence, data warehouse, to iteratively improve the Service Management System’s capabilities Effective Governance by Business, IT Service Management and 3rd Party Managed Service Provider Executives. Intellectual Property of Action Research Foundation 4
- 5. HIGHLY DIFFERENTIATED FROM TRADITIONAL ITIL PROJECTS FlexModeIP Next Generation, Custom Built IT Service Management System Transformation Solutions Offering Intellectual Property of Action Research Foundation 5
- 6. There is nothing in this world more practical than Sound Theory - Albert Einstein Enterprise IT Service Management Systems, Architecture Transformation, Specialists Intellectual Property of Action Research Foundation 6
- 7. IT Service Management System Transformation From Technology Management To IT Service Management FlexModeIP SOA Framework Before After The FlexModeIP Paradigm Shift 7
- 8. Stability in a Changing World Intellectual Property of Action Research Foundation 8
- 9. Methodology Knowledge Bases Business Objectives Business Objectives Architecture Driven Service Oriented Process Approach to culture Change Architecture Driven Service Oriented Process Approach to culture Change International Standards & Knowledge Bases Architecture Driven Service Oriented Process Approach to culture Change International Standards & Knowledge Bases International Standards & Knowledge Bases Architecture and Process embedded in ITSM Application used to establish a Baseline Foundation Architecture and Process embedded in ITSM Application used to establish a Baseline Foundation Architecture and Process embedded in ITSM Application used to establish a Baseline Foundation FlexModeIP Method Framework A world In turmoil of ChangeA world In turmoil of Change ImprovingCapabilityMaturityImprovingCapabilityMaturity Stability in a Changing World Stability in a Changing World Action Research to Establish a Baseline and Operate PDCA Cycle to keep moving to the next Baseline Action Research to Establish a Baseline and Operate PDCA Cycle to keep moving to the next Baseline Intellectual Property of Action Research Foundation 9
- 10. ACTION RESEARCH BASED ITERATIVE CHANGE PROGRAM Next Generation IT Service Management System Solutions Offering Stability in a Changing World Stability in a Changing World Intellectual Property of Action Research Foundation 10
- 11. What is Action Research Action research can be described as a family of research methodologies which pursue action (or change) and research (or understanding) at the same time. In most of its forms it does this by using a cyclic or spiral process which alternates between action and critical reflection and in the later cycles, continuously refining methods, data and interpretation in the light of the understanding developed in the earlier cycles. Dick, Bob (1999) What is action research? Available on line at http://www.scu.edu.au/schools/gcm/ar/whatisar.html PDCA Intellectual Property of Action Research Foundation 11
- 12. What is Action Research It is thus an emergent process which takes shape as understanding increases; it is an iterative process which converges towards a better understanding of what happens. In most of its forms it is also participative (among other reasons, change is usually easier to achieve when those affected by the change are involved) and qualitative. Dick, Bob (1999) What is action research? Available on line at http://www.scu.edu.au/schools/gcm/ar/whatisar.html PDCA Intellectual Property of Action Research Foundation 12
- 13. FlexModeIP Framework Methodology Qualitative Observations Quantitative Observations Understand & Refine Critical Reflection Do Evo Step Collect Data Track StatusPlan Evo Steps PeoplePeople ProcessesProcesses ToolsTools Design Interventions Drawing upon International Models and Best Practices Design Interventions Drawing upon International Models and Best Practices Past Present Future The Now System Under Improvement Customer Requirement Business Strategy OperationsIT Service MgmtService Providers PDCA PartnershipsPartnerships 13
- 14. FlexModeIP Knowledge Bases Intellectual Property of Action Research Foundation 14
- 15. The FlexModeIP Transformation Process Life Cycle Basis Establish a sense of urgency Create the guiding coalition Develop a Vision and Strategy Communicate the Change Vision Empower employees for broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture Source: Kotter’s Framework A c t i o n R e s e a r c h Intellectual Property of Action Research Foundation 15
- 16. Change is usually easier to achieve when those affected by the change are involved SOM Tools Group Technical Support Q Group Technical Support E Learning Training Program Development Learning & Development Training Program Management (CDM) Service Desks SDM EUS Support Groups SDM Application Support Groups SDM Infrastructure Support Groups SDM Service Quality Monitoring Group Change is usually easier to achieve when those affected by the change are involvedChange is usually easier to achieve when those affected by the change are involved
- 17. SDLC Processes Service Strategy Service Design Service Transition Service Operations Continual Improvement FlexModeIP: Integrated SDLC and IT Service Management Integrated SDLC & IT SM Life Cycle Stages Intellectual Property of Action Research Foundation 17
- 18. Continual Improvement FlexModeIP – Process Framework embedded in the Automation Layer Your Existing or New Service Management System and Apps Enterprise SOA Service Modeler Enterprise SOA Analyser Data Warehouse and Miner 18
- 19. CUSTOM BUILDING YOUR IT SMS SOA FRAMEWORK USING FLEXMODE Architecture Makes the Difference Intellectual Property of Action Research Foundation 19
- 20. Can you build this without using Architectural principles? 20
- 21. Need Enterprise Architecture to Custom Build your IT SMS Business Enterprise Owned by Shareholders and Operated by Business Executives and their Staff CIO’s Office – Enterprise IT Service Provider Enterprise Architecture / Architect I C T I C T I C T I C T I C T I C T 21
- 22. Architectural Principles for constructing your IT SMS SOA Framework 22 AbstractionLayers Roles&Responsibilities
- 23. Knowledge bases need local application 23 Successful Implementation depends on how you use your common sense to create Policies, Processes and Procedures and Manage them to meet the unique requirement of your enterprise and not ISO or ITIL
- 24. EA – What, How, Where, Who, When & Why Strategists theorize about how executives can own What the Architects Design and how engineers will build the solutions that allow technicians to implement it so workers can participate in using the systems that all of them thought about Source: Home page in www.zackmaninternational.com 24 Intellectual Property of Action Research Foundation
- 25. FlexModeIP Transformation Iterative Life-Cycle IT SMS Transformation Techniques Foundation Workshop IT SMS Transformation Techniques Practioner Workshop Using FlexMode Framework to Architect an SOA based ITSM Framework Foundation Data Transcribe the SOA Foundation Data into Service Management System Applications Configure the BMC* Foundation Process to implement Policies and Establishing Tracking Collect and organize Data in a “Single Source of Truth” Data Warehouse and present for Analysis Identify Top 3 Improvement Opportunities and Operate Service Improvement Program Process Monitor Effectiveness of Improvement and Plan Next Improvement PDCA 25
- 26. STEP 1 – VISUALIZING YOUR ITSM SOA FRAMEWORK Strategists theorize about how executives can own Intellectual Property of Action Research Foundation 26
- 27. Strategists theorize about how executives can own – Step 1 Set up an Architectural Council and related governance mechanism. Identify Core Group and Setup Virtual Team Conduct the Practical ITSMS Transformation Techniques Workshops (1 & 2 ) Establish Baseline of existing IT SMS Process Layer artifacts and practices Establish Baseline of existing IT SMS Tool Deployment and Usage culture Establish Baseline of Management Monitoring and Continual Service Improvement practices Intellectual Property of Action Research Foundation 27 VIsualIse
- 28. The Architecture Council SOM Tools Group Technical Support Q Group Technical Support E Learning Training Program Development Learning & Development Training Program Management (CDM) Service Desks SDM EUS Support Groups SDM Application Support Groups SDM Infrastructure Support Groups SDM Service Quality Monitoring Group Change is usually easier to achieve when those affected by the change are involvedChange is usually easier to achieve when those affected by the change are involved
- 29. Shared Network Infra Shared DC Infrastructure ITSM Service Delivery Model Service Oriented Management Architecture PurchasingMarketting FinanceDistribution The Service Desk – Single Point of Contact for IT users CustomerSideSupplySide A p p S r v L3 L1 L2 D e s k T o p E M a I L Service Channel End User Services MartsApplication Services Marts A p p S r v A p p S r v App Supplier Infra Supplier Process support App Supplier Infra Supplier Process support L1 L2 L3 O f f A u t o App Supplier Infra Supplier Process support App Supplier Infra Supplier Process support CIO’s Organisation/s – IT Service Provider/s to the Enterprise Enterprise Business Organisation Business Area Business Area Business Area LocationsLocations Locations Locations Service Channel Intellectual Property of Action Research Foundation 29Infrastructure Services Marts
- 30. IT Service Marts in Real Life 30
- 31. STEP 2 – ARCHITECTING YOUR ITSM SOA FRAMEWORK What the Architects Design Intellectual Property of Action Research Foundation 31
- 32. Architects Design how engineers will build the solutions – Step 2 Create the Business Services Enterprise SOA illustrations Create the IT Service Management Organisation SOA Illustrations Create IT Service Groupings and Map to Support Organisation Create ITSM Process Flow Policies for Identified Foundation Processes Identify required Functions, identify Process Role and document staff RACI. Work with Core Group to finalise Templates Intellectual Property of Action Research Foundation 32 DESIGN
- 33. Rapid Prototyping using Pre-Fabricated Framework 33
- 34. Sample Prototype Illustration Enterprise Business SOA 34
- 35. Aligning IT Business to using FlexModeIP IT SM SOA Framework – Large Global Retailer 35
- 36. STEP 3 – TRANSFERRING ARCHITECTURE TO TOOLS & OPERATING THE SMS how engineers will build the solutions that allow technicians to implement Intellectual Property of Action Research Foundation 36
- 37. Technicians Can implement how workers can Participate – Step 3 Fill & Transfer Foundation Data from template to Service Management tools Test and Train all Users and Managers Release for Pilot Services and Train Users and Managers Operate System, Validate Policy adoption, collect and validate Data Quality Create Review Reports Create Warehouse and prepare Data Mining Capability. Intellectual Property of Action Research Foundation 37 IMPLEMENT
- 38. IT Service Management Organisation SOA 38
- 39. Service Supply Chain – What, How, When, Who, Where & Why Contact Center Business Service App Support Service Owner Network Services DSS Application Support Outlook Client & Local Mailbox LAN Network Support Network Equipment Providers WAN Providers WAN Off Line SD On Line SD DSS Vendors Email Service End User Server Support Fire Wall 24 Hour Ops. Server Clusters Shared Storage 3rd Party Support Asset Management DC Infra Services MS Server OS MS Outlook Server MS SQL Server Anti Virus & Mentoring MS IIS Server Spam Filter Hardware Vendors This image cannot currently be displayed. Asset Manager L1 Support L2 Support L3 Support L3 Support SLA OLA OLA AMC UPC L4 VendorsIntellectual Property of Action Research Foundation 39
- 40. An Integrated framework for Incident Classification and Resolution Categorisation Incoming Call Classification • Identifies the Source Business Organisation of the Caller • Identifies the Business Area within the Business Organisation • Identifies the IT Service Channel Owning the Service pertaining to the call • Identifies the Service Pertaining to the call • Identifies the Symptom that the Caller is experiencing Classification Captures User Details and Symptom Experienced or Service Request of the caller (End User) Incident Resolution Data Capture Point of Failure Resolution Action Component of Point of Failure Intellectual Property of Action Research Foundation 40
- 41. FlexModeIP Template – Globally Converged Service Inventory – journey through the abstraction layers System Logic Row – Identified by IT Organisation, Service Channel, Service, Symptom, Logical CI, CI Component, Resolution Action Technology Physics – Identified by the Symptoms Column along with the Resolution Framework 41 Zachman’s Abstraction Layers Scope Contexts Row – Identified by the IT organisation Column. Business Concepts Row – Identified by Service Channel (Supply Chain) Column.
- 42. Updated in SMS Automation Layer as Foundation Data – Component Assemblies and Operations Classes Component Assemblies – Foundation Data Configured in Remedy Service Desk Operations Classes – Incident Management and Problem Management Modules 42 Zachman’s Abstraction Layers
- 43. Front Office – User Portal, Back Office – Engineer Portal 43
- 44. IM Lifecycle Milestones Offline Triage L2 Offline Analyst L2 Contact Agent FTR L1 WT1 WT2 RT1 RT2 Group Triage L3 WT3 Group Engineer L3 RT3 Total Turn Around Time (TAT) <= SLA WT4 Group Triage L3 Group Engineer L3 RT6 WT6 WT5 RT1 = Resolution time for FTR by Online Analyst L1 WT1 = Wait time before Assigning to Offline Triage L1 WT2 = Wait time before Offline Triage Assigns to Analyst L2 RT2 = Resolution time for Offline Analyst to Resolve L2 WT3= Wait time For Offline Analyst to Assign to 3rd Level L2 WT4= Wait time for 3rd Level Engineer to Reject or Re-Assign L3 RT3 = Resolution Time for 3rd level Engineer to Resolve L3 WT5 = Wait time First L3 Group Engineer to Re-Assign L3 WT6 = Next L3 Triage to Reject / Assign RT6 = Resolution time for Next L3 Engineer to Resolve L3 Start Resolve Intellectual Property of Action Research Foundation 44
- 45. End to End Performance Transparency 45
- 46. Identification of Top 3 Issues with a Service for Improvement 0 20 40 60 80 100 Srv Chn 1 Srv Chn 2 Srv Chn 3 Incident Rank - Service Channel INC Count SR Count Select Business / Country View Service Channel 0 20 40 60 80 Service 1 Service 2 Service 3 Incident Rank -IR for Services In Channel IR / SR Count Select Service Channel View Service IR 0 20 40 60 80 Symptom 1 Symptom 2 Symptom 3 Incident Rank - Symptoms in Service IR / SR Count Select Service View Symptoms Select Service or Symptom View Logical CI 0 20 40 60 80 Application App Srvr DB Srvr Incident Rank - Logical CI from Service IR / SR Count Select Logical CI View Component 0 20 40 60 80 Module 1 Module 2 Module 2 Incident Rank - Logical CI from Service IR / SR Count Select Component View Actions 0 20 40 60 80 Application App Srvr DB Srvr Incident Rank - Closing Action Performed on Component IR / SR Count Extract Sample Data for RCA Classification Framework Resolution Framework Intellectual Property of Action Research Foundation 46
- 47. STEP 4 – PRACTICING CONTINUAL SERVICE IMPROVEMENT so workers can participate in using the systems that all of them thought about Intellectual Property of Action Research Foundation 47
- 48. Using the systems that all of them thought about– Step 4 Establish Continual Service Improvement Process and commence with formal Service Improvement Programs Establish Baseline; Identify Top 3 Issues in Services, Identify Improvement Opportunities, Perform Root Cause Analysis, Identify and implement Improvement actions. Verify effectiveness of improvement actions, Publish results for new Baseline and continue to operate the CSI processes Scale up to implement other processes to support the CSI findings. Intellectual Property of Action Research Foundation 48 IMPROVEMENT
- 49. Continual Improvement FlexModeIP Automation Layer Your Existing or New Service Management System and Apps Enterprise SOA Service Modeler Enterprise SOA Analyser Data Warehouse and Miner 49
- 50. Traditional Management Silo Performance Monitoring – Wintel Support Group Wintel Services Support Group Weekly Incident Ticket Trend is Declining The Kitchen
- 51. New Paradigm – Customer Outcome as basis (Contacts at the Service Desk) End User Services Weekly Incident Trend is growing at the Service Desk End User Services Weekly Incident Trend is growing at the Service Desk
- 52. Customer Contact issues at Service Desk for End User Services End User Services, Service Channel Top 3 Issues
- 53. 1 in 3 end user has called in with a Desktop Software Issue MS Outlook and Citrix Services are the biggest sources of Incidents and impact the whole organisation Veg & Meat Cutting
- 54. The Technology Silo (Support Group) resolves an insignificant number of DS Incidents Resolved by L3 Wintel Support Group Resolved by L1 Service Desk Who is Responsible for reducing End User Calls in the Citrix Service? Veg & Meat Cutting
- 55. IT Service Management System Transformation From Technology Management To IT Service Management FlexModeIP SOA Framework Before After The Required Paradigm Shift in Culture Let's See What Can Happen When the Paradigm Shifts
- 56. Unable to launch application Idle Sessions Disconnected Sessions User Error Increase in concurrent Sessions Specific Database Server Client Configuration High Load on The System (15%) Application Not Responding (53%) Specific App Server Citrix Server Network Latency Client Issues (32%) Time out values changed from 3 hours to 30 min CR# CM010043 CR# CM012084 CR# CM014181 raised to cover remaining servers Effectiveness of Boundary Less Behavior ! L1, L2 & L3 work together to operate the problem management process, perform root cause analysis, create a change and eliminate one of the underlying causes of Incident Generation Primary Root Cause -Time out Value Parameter High leading the symptom of unable to launch applicationACTION – reduce Time out from 3 hours to 30 minutes.
- 57. Effectiveness verifiable in Citrix Service Incident Trend Declining Trend Demonstrated, (lowest levels in 6 months) IncidentTicketCount
- 58. MARKET SPACES & SERVICE OFFERING Benefit from the Action Research Foundation’s FlexMode Methodology today. Intellectual Property of Action Research Foundation 58
- 59. Market Spaces In-House, Enterprise, CIO Organisations and External, 3rd Party, Managed Service Providers and ITSMS Solution Providers for Projects implementing Greenfield, Replacement, Upgrades, or configuration changes to existing or new BMC or other tool sets; with the strategic objective of improving Customer and Business outcomes. Competency / Training initiatives of HR or Operational Managers which are designed to help individuals develop competencies in IT Service Management Systems by demonstrating certification at various levels of ITIL. Organisations with strategic ambitions for demonstrating Compliance to International Standards and those who need to demonstrate compliance to either corporate governance assessment or to meet statutory obligations. Organisations wishing to implement formal Continual Improvement Programs by implementing and managing an, Enterprise wide, Service Improvement Program Intellectual Property of Action Research Foundation 59
- 60. FlexMode ITSM Transformation Framework Implementation Program Management for Rapid, Scalable and Sustainable IT SMS Transformation. Transformation Techniques Competency Building – Action Research Foundation Learning Center, Practical ITSM Transformation Techniques Programs. Innovative Portal using Moodle Learning Management system using Lateral Learning techniques in a blended delivery methodology and social learning networking capabilities. High Level of engagement using Case Study Approach for achieving Paradigm shift in participants Mentored Post workshop projects to ensure capability to apply acquired skills and guarantee ROI Competency Building programs in Practical ITSM Transformations Techniques Foundation, Practioner and Mentor Levels Discovery Assessment and AR Transformation Initiative Strategy Planning The discovery phase is used to identify organisational culture and change imperatives Develop a Mission and Vision and Strategy for the Change Initiative Service Offering Intellectual Property of Action Research Foundation 60
- 61. Service Offering Design, Instantiate, Manage and Sustain Transformation Initiatives Use Action Research and Kotter’s OCD Framework to systematically identify and mount Iterative projects using ‘Pilot and Scale’ techniques for rapid adoption across the enterprise. Inclusive approach that ensures participation of the customer and Outsourcing Partner staff in making Changes using a new paradigm to designed to improve customer and business outcomes Establish a continually improving ‘Customer Outcome Focused’ Service Management System; using an Automation layer that, includes Enterprise Architecture and Service Oriented Architecture ITSM Frameworks to, transform existing technology silos to an active collaboration mode. Deploy IT for IT to create End-to-End Transparency of the Service Supply Chain. Improve effectiveness of existing and new Service management Tools Use automation to leverage Transactional and Transformational metrics to embed Continual Improvement in the DNA of the Customer’s Service Management System Adopt guidance from ITIL to establish and demonstrate IT SMS compliance to International Standards such as ISO 20000, ISO 27000, ISO 38500 and Statutory Requirements such as SOX Intellectual Property of Action Research Foundation 61
- 62. PROOF OF THE PUDDING IS IN THE EATING Case Studies Intellectual Property of Action Research Foundation 62
- 63. Played the Role of Head People Stream of the Change Initiative Created the Integrated SDLC - ITSM SOA Architecture for UK operations and Scaled it to 18 Countries in 2 years Produced and Mapped 250 Services on an end to end basis in the using custom built SOA framework tailored using FlexMode, Configured and released, Incident, Change and Problem on ICCM tool set. Created Transformational Metrics reporting delivering complete transparency of quality of service across the enterprise and Embedded Continual Improvement in the DNA of the Operating Model, by impacting Management Review Agenda and tracking methods. “Sukumar has been a great to work with. His passion to drive change at the Organisation level was amazing. He was able to cut thro' all layers of Management and get the buy-in from the people. He was able to get the organisation adopt a step- change approach to ITSM initiative and steer the organisation strategy to align to the new paradigm of Continual improvement and Problem Management” August 28, 2011, Clement C Jayakumar, Head Quality Tesco HSC.Intellectual Property of Action Research Foundation 63
- 64. Strategic Drivers Improve IT Service Delivery to Tesco IT Users. Replace multiple ITSM tools with a BPM driven process management tool and establish best practices (ITIL and ISO 20000). Build a Tesco Operating Model that will first be adopted by the UK based Businesses and then scaled up to a global model. Build the People – Process – Tool – Partnership relationships and IT Service management architectures required for establishing a converged global model and for transitioning from multiple IT service provider entities into a single entity; with most services, converged into and supported out of HSC Bangalore. Operational Drivers Transform Ways of working from managing technology to participating in a Service Supply Chain on an end to end Basis. Change the focus on meeting Service level Agreements to a focus on providing effective resolutions within agreed timelines. Embed the continual improvement cycle of PDCA in the DNA of the way staff provide and support IT services to Tesco Customers Uniform operating model across all service support groups, building portability and flexibility for staff working in Tesco Executive management Drivers Provide transparency into the quality of IT Services provided to multiple business groups across the Tesco landscape Provide mechanisms to establish monitor and report on various performance criteria required for effective IT service management. Provide mechanisms to identify and mount Service Improvement Programs to continually improve the effectiveness and quality of services provided to Tesco IT users. Intellectual Property of Action Research Foundation 64
- 65. FlexMode Based Program to Establish the IT Service Management System, operated by the CIO in a fully outsourced IT Service Delivery Regime. Used Enterprise Architecture Principles to create and embed a Service Oriented Architecture Framework using the BMC Remedy Suite of Applications Achieved 1st Baseline of the SOA transcription in 30 Calendar Days Established collaboration between 3rd party Service Providers for Application and Infrastructure Support across the Service Supply Chain on an End to End Basis. Achieved visible and measurable improvement in capability to effectively manage the outsourced Service Providers while optimising costs in a measurable and verifiable manner. “I would like to recommend Sukumar Daniel - the chief architect for our ITSM/Remedy program. Apart from his high calibre technical skills, he has great drive and teamwork abilities. He also has a very amiable personality behind a juggernaut temperament on project execution.” Probir Mitra, CIO, Tata Motors Ltd. Intellectual Property of Action Research Foundation 65
- 66. Generated measurable real cost savings and demonstrated ROI by Created the Business and Technical service catalogues and integrated the same for tracking and managing service levels provided by multiple service providers and configured the same into Remedy. Established End User Self Help by publishing the Remedy Web console, managed the development of Video based communication and personally authored all end user communication, including Mail Responses, notifications, IVR Script, Release Announcements, etc. Designed, configured and established Remedy based Incident Management process for managing service restoration. Consolidated more than 20 help desks across the country into a single Virtual Service Desk, applying ITIL concepts for a Single Point of Contact for all IT services. Creating End to End Transparency of the IT Services for End User Services, SAP ERP Application Services for Supply Chain Management and Other Applications across multiple 3rd Party Service Providers with differing Underpinning Contract related Targets. Embedding SOX IT General Controls into the Incident and Change Management Processes using out of the box BMC Features to track the Change from the generation of a Change Request through to Post Release Validation. Achieved measurable reduction in effort and Time required by both Assessors and Technical Staff to organise and preserve documentary evidence required to demonstrate controls required by Statutory requirements of SOX Intellectual Property of Action Research Foundation 66
- 67. Established a Service Oriented Framework for IT Service Management Created a Data Mining Tool using 3rd Party Presentation and Analysis Tools which were generated from a single source of Truth in the Remedy Data bases and used for Supplier Management Process Activities Closely coordinated with CIO Service Level Managers to rationalize SLA and establish Service Provider Underpinning contracts. Created capability for both Transactional and Transformational Metrics being available on Demand. Automated all service reporting activities with Drill Down features for Improvement Opportunity Identification and mounting Service Improvement Projects and Confirming Effectiveness Created the Automation Layer for Billing of Managed Infrastructure Services from IBM. Establishing a Baseline and tracking changes to Personal and DC Infrastructure Asset Register using Discovery Based Automated using CCM and establishing the Golden Database for use in Invoicing for Managed Services. Eliminated Cumbersome and difficult to achieve Manual Stock Ledger Assessment across geographies while enhancing quality of data resulting in stress free billing and invoice approvals for Pay By Use IT Infrastructure. Intellectual Property of Action Research Foundation 67
- 68. Designed the configuration management processes and Re-Engineered the End User IT Asset Management. Designed and implemented a project to change the Host Name, of more than 11000 computers, as per a standard Mask across 80 sites, Automated the creation and maintenance of Asset Registers that provided details required for managing Vendor Owned assets deployed for a monthly fee and refreshed on a four year cycle. Established capability to provide cost centre based costing. Designed the automated Infrastructure event Monitoring and management processes and project managed the Tivoli-BMC interfacing and created base lines of Business Service management Architecture in the CMDB using Automated Discovery. Designed the Metrics based Review processes and provided the Measurement Methodologies, templates, graphical expressions for extracting the same from Remedy. Instrumental role in establishing mechanisms to transform from reactive management to proactive management of IT services. Architected the Transition of ITSM services from Ford Infrastructure to the Jaguar Land Rover Infrastructure “Sukumar is an expert in IT Service Management. He has helped us define what we need to do to integrate people, processes, technology and partners into provide a best in class IT Services function within an advanced engineering company.” October 9, 2009, Andy Fleming, IT Process and Controls Manager, Jaguar Land Rover LtdIntellectual Property of Action Research Foundation 68
- 69. Joint Chairman of the IT Change Management Committee and Senior Advisory to the ISO 20K Project for establishing a Process oriented organization. Transformed the CIO organisation to take its rightful role in enabling ING international to meet their business objectives for India. October 2005 to June 2007 Developed and Deployed the FlexMode framework V1.0 for aligning IT with business in a secure and managed outsourced environment using BMC 7.0 for the first time in India. Provided a Service Oriented Architecture for the CIOE Management Framework and Project Managed BMC Remedy ITSM Suite implementation using lean rapid deployment methods. “I worked with Sukumar to restructure the IT processes by using the ISO 20000 framework and to improve the usage of Remedy as a supporting tool. He has been very instrumental in finding and explaining the right standard for our organisation and also due to his drive, enthusiastic nature he managed to get many people involved and to follow the path he designed. The ISO 20000 programme was managed by him. Today we are reaping the benefits of all these efforts. I enjoyed working with him and wish him all the best." Johan De Wit, Head of IT Governance and Project Portfolio Management, ING Bank, Netherlands. Intellectual Property of Action Research Foundation 69
- 70. Establish a COE for IT Service Management which will oversee the establishment of an IT Service Management System required for transforming current Corporate Internal IT services organisation into a Shared Services Configuration compliant to the requirement of ISO 20000 International Standard for Service Management. Establishing a Governance Structure for the effective implementation of an efficient and effective IT Service Management System to meet strategic objectives of Corporate IT Ensuring that process Automation layer effectively embeds processes and provides Management Information required for establishing management control and continually improving customer outcomes Ensures that Architectural Principles are Identified and deployed to put in place a Service Oriented Architecture Framework for the ITSM to transform from Technology Focus to a Service Oriented Focus. Creating policies to meet strategic needs when the ITSMS is scaled up to cover multiple locations across the globe especially in the areas of Service Level Management, Prioritisation, Tracking across Geographically and technically diverse support groups and organisation. Establishing capabilities required for corporate IT to become an Independent Shared Services Provider to the enterprise globally To do the above using the principles and methodology outlined in the FlexModeIP paradigm shift framework for IT Service Management Systems Embedding Continual Improvement Culture in the DNA of the Custom Built IT SMS Intellectual Property of Action Research Foundation 70
- 71. OPEN HOUSE Question Time Intellectual Property of Action Research Foundation 71