Disa Itsm V1.2
description
Transcript of Disa Itsm V1.2
Drew Jaehnig, Chief, Services Delivery Division, DISA
Amy Speth, Executive Director, IT Service Management, Femme Comp, Inc.
IT Service Management in DISAIT Service Management in DISAHDI Government ConferenceHDI Government Conference
June 17, 2009June 17, 2009
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Session Objectives
1. DISA Organization• DISA Mission & Vision• DISA Organization Structure• ITSM Mission & Vision• ITSM Governance
2. ITSM Process Reformation Approach• Processes Currently Under Reformation• 5-Phase Methodology• Templates• Progress Tracking
• Accomplishments and Next Steps• Accomplishments• Challenges • Critical Success Factors• Lessons Learned• Way-Ahead
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Session 1
DISA Organization
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DISA Mission & Vision
MISSIONThe Defense Information Systems Agency is a combat support agency responsible for planning, engineering, acquiring, fielding, and supporting global net-centric solutions to serve the needs of the President, Vice President, the Secretary of Defense, and other DoD Components, under all conditions of peace and war.
VISIONWe are the provider of global net-centric solutions for the Nation's warfighters and all those who support them in the defense of the nation.
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DISA Lines of Operation
DISA accomplishes it’s mission through 3 lines of operation:
1. Enterprise Infrastructure
2. Command & Control and Information Sharing, and
3. Operate and Defend
Director LTG Carroll F. Pollett
Vice Director
Defense Information Systems Agency
Congressional Affairs
Small Business Programs
General Counsel
EEO & Cultural Diversity
NSA/CSS Representative to
DISA
Customer Contacts
Global NetOps Center GNC
(703) 607-4001
Security
(703) 607-6496
NurseMs. Lillian Blome, RN
(703) 607-6996
Chief Information Officer(703) 607-6704
Test & Evaluation Management Center
Special Advisors
Inspector General
CA
Defense Spectrum Organization
Mobilization Assistant to the
Director
Customer Relations
(703) 681-5086
Public Affairs(703) 607-6900
Safety Office(703) 607-6460
Network Services Directorate
NS
GE/CTO
Foreign Affairs
White House Comm Agency
White House Situation Support
Special Missions
Senior Enlisted AdvisorChief of Staff
Customer Contacts
Global NetOps Center
Security
Nurse
Chief Information
Officer
Customer Relations
Public Affairs
Safety Office
GIG Enterprise Svcs Engineering Directorate
Component Acquisition Executive
Chief Financial Executive
Chief Information Assurance Executive
Chief Information Officer
Chief Technology Officer
GE
Protocol
IA/NETOPS PEO
GIG Enterprise Services PEO
Command & Control Capabilities PEO
SATCOM, Teleport & Services PEO
Component Acquisition Executive
Chief Financial Executive/
Comptroller
Manpower, Personnel, and
Security Directorate
Procurement Directorate/DITCO
Shared Services Units
Chief information Officer/ Strategic
Planning Directorate
GIG Operations Directorate
Computing Services Directorate
GO CSD
Enterprise Services
4 Strategic Business Units are focus of
ITSM Initiatives
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DISA ITSM Vision and Strategy
• ‘One DISA to our Customers’ • Adopt a comprehensive ITSM framework based on best practices to continuously
improve and optimize Agency governance, organization, processes, and technologies
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DISA ITSM Goals
• To better align IT services with mission requirements, enabling improved Warfighting capabilities
• To optimize streamlined and repeatable IT processes, enabling agility to respond to rapidly changing requirements
• To drive standardization and interoperability of data, systems and processes across DISA and with external customers
• To optimize resource utilization in the provisioning of IT services while delivering agreed quality of service levels
• To establish cost accountability and transparency related to the provisioning of IT services
• To minimize risk to DISA related to regulatory and information assurance compliance
• To provide visibility into IT service performance via meaningful process metrics
• To adopt a common IT terminology in accordance with industry common language, enabling enhanced communications both internally and externally to DISA
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DISA Goal: ISO/IEC 20000
Become eligible for ISO/IEC 20000 IT Service Management certification
ISO/IEC 20000 is the first international standard for IT Service Management
The standard enables IT service providers to identify how to enhance the quality of service they deliver to their customers, both internal and external
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Shift to Value
Less More
Technology Focus Process and Value Focus
"Fire-Fighting“ MO Preventative MO
Reactive Support Proactive Support
End Users Customers Who Derive Value
Fragmented Effort Centrally Managed Effort
Isolated Activities, Silos Integrated Activities, Enterprise-Wide
"One Off", Ad Hoc Processes Repeatable, Accountable Processes
“Evolved” Processes of Multiple Adaptations Formal and Structured Best Practices
IT Internal Perspective External Facing Perspective
IT Operational Performance Focus Service Level Performance Focus
Shift the focus to the value of IT services providedShift the focus to the value of IT services provided
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Process Owner
Process Owner
Process Owner
IT Service Management Office
Principle ITSMO Director
DISA ITService Manager
CSD ITService
Manager
NS ITService
Manager
GO ITService
Manager
OtherService
Managers
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Levels of Authority
Highest
Lowest
Authority and Accountability
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DISA CAB
EIGB
ITSM Governance
Director (s) / Commander (s)
Board of Directors
Process Owner (s)
ProcessManager (s)
Chaired byITSMO Director
Policies
Processes
CCBs
Chaired byChange
Management
Chaired byFunctional Managers
Command Relationship
Functional Process Relationship
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Session 2
IT Service Management
Process Reformation Approach
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ITIL V3 Lifecycle Model
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ITIL Processes Under Reformation
ITIL Service Lifecycle – Main Process Elements
ContinualService
ImprovementService Operation
Service Transition
Service DesignService Strategy
Access Management
Availability Management
Service Design Package
Supplier Management
Service Design Package
Event Management
Request Fulfillment
Problem Management
Knowledge Management
Service Catalog
Management
Early Life Support
Service Level Package
Information Security
Management
Service Asset
&Configuratio
n Management
Service Reporting
Change Management
Service Validation &
Testing
Service Improvemen
t
Financial Management
Service Released
Service Analysis
Incident Management
Service Level
Management
Service Reporting
Feedback throughout the
lifecycle
Business Strategy
Portfolio Management
Transition Planning &
Support
Service Measuremen
t
Evaluation
Service Performance
Reporting
IT Service Continuity
Management
Capacity Management
Demand Management
Charter Service
Release & Deployment Management
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5-Phased ApproachKey Milestone Tracking
Activity Dates
Previous/New
Previous Current
Phase I
Designate Process Owner Mar 1 09/TBD
Conduct kickoff with Core Team
Mar 20 09
Assess current & desired maturity levels
Jun 23 08
Publish Process Charter May 29 09 / Jun 24 09
Gather Existing As-Is Documentation
Apr 10 09
Baseline As-Is Process & Gap Analysis
May 11 09
Phase II
Publish Policy and Process Strategy
Apr 24 09
Publish Workflow Diagrams and process inter-dependencies
Jun 19 09
Map Functional Roles to
Current Organization
Jul 31 09
Publish RACI Matrix Apr 10 09
Select critical key performance indicators
Jun 9 09 / TBD
Publish phased implementation plan toward desired state
Apr 13 09
Schedule regular IPRs Mar 10 09/TBD
Activity Dates
Previous/New
Previous Current
Phase III
Complete phased data measurement plan
Jun 30 09
Publish communications plan
Jun 4 09 / TBD
Business Case Analysis Jul 20 09
Publish Process Documentation
Jun 26 09
Present Organizational recommendations
Jun 26 09
Phase IV
Complete training in functional roles
Sep 12 09
Initiate performance reporting
Jul 20 09
Implement Toolset Support Jun 19 09
Implement Process for Handling RFCs
Jul 11 09
Phase V
Publish Procedures Jul 11 09
Approve CSI initiatives Jun 29 09
Initiate Auditing & Compliance inspections
Dec 1 09
YOverall Indicator
Previous Current
B
B
B
B
Y
G
B
Y
B
B
B
B
Y
G
B
R
B
G
Y
G
G
G
G
G
Y
G
G
G
G
G
R
G
G
G
G
G
Y
G
G
G
G
R R
BB
G G
On Schedule Missed Original DateRG At Risk of DelayYCompletedB
R R
B
Y
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Integrated Communications Plan
– DISA transformation articles in multiple venues– Process reformation program web page / newsletter– Weekly Quick Wins communications – Process training Road Shows– Presentations at DISA Customer Conference– Quarterly global process team IPRs (3 days)– Training in functional roles and tool usage– Director IPR– Global ITIL Foundations training
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Process Maturity Assessments
Maturity is measured on the following scale:
– Level 1 – Initial
– Level 2 – Repeatable
– Level 3 – Defined
– Level 4 – Managed
– Level 5 – Optimizing
Process maturity is assessed in five dimensions:
1. Vision & Steering
2. Process
3. People
4. Technology
5. Culture
The in-cope processes were assessed to determine the current and target (2010) process maturity levels.
The combination of maturity level and dimension allowed the project team to focus on those aspects of the processes that most need improvement
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Initiation (Level 1)
Area AttributesVision and Steering
Minimal funds and resources with little activityResults temporary, not retainedSporadic reports and reviews
Process Loosely defined processes and procedures, used reactively when problems occurTotally reactive processesIrregular, unplanned activities
People Loosely defined roles and responsibilities
Technology Manual processes or a few specific, discrete tools (pockets/islands)
Culture Tool and technology-based and driven with a strong activity focus
Definition:
The process has been recognized but there is little or no process management activity and it is allocated no importance, resources or focus within the organization. This level can also be described as ‘ad hoc’ or occasionally even ‘chaotic’.
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Awareness (Level 2)
Area Attributes
Vision and Steering
No clear objectives or formal targetsFunds and resources availableIrregular, unplanned activities, reporting and reviews
Process Defined processes and proceduresLargely reactive processesIrregular, unplanned activities
People Self-contained roles and responsibilities
Technology Many discrete tools , but a lack of controlData stored in separate locations
Culture Product and service-based and driven
Definition:
The process has been recognized and is allocated little importance, resource or focus within the operation. Generally activities related to the process are uncoordinated, irregular, without direction and are directed towards process effectiveness.
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Control (Level 3)
Area Attributes
Vision and Steering
Documented and agreed formal objectives and targetsFormally published, monitored and reviewed plansWell-funded and appropriately resourcedRegular, planned reporting and reviews
Process Clearly defined and well-publicized processes and proceduresRegular, planned activitiesGood documentationOccasionally proactive process
People Clearly defined and agreed roles and responsibilitiesFormal objectives and targetsFormalized process training plans
Technology Continuous data collection with alarm and threshold monitoringConsolidated data retained and used for formal planning, forecasting and trending
Culture Service and Customer-oriented with formalized approach
Definition:
The process has been recognized and is documented but there is no formal agreement, acceptance or recognition of its role within the IT operation as a whole. However, the process has a process owner, formal objectives and targets with allocated resources, and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference.
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Integration (Level 4)
Area AttributesVision and Steering
Clear direction with business goals, objectives and formal targets, measured progressEffective management reports actively usedIntegrated process plans linked to business and IT plansRegular improvements, planned and reviewed
Process Well-defined processes, procedures and standards, included in all IT staff job descriptionsClearly defined process interfaces and dependenciesIntegrated Service Management and systems development processMainly proactive process
People Inter- and intra-process team workingResponsibilities clearly defined in all IT job descriptions
Technology Continuous monitoring measurement, reporting and threshold altering to a centralized set of integrated toolsets, databases and processes
Culture Business focused with an understanding of the wider issues
Definition:
The process has now been fully recognized and accepted throughout IT. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defined, managed and has become proactive, with documented, established interfaces and dependencies with other IT process.
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Optimization (Level 5)
Area AttributesVision and Steering Integrated strategic plans inextricably linked with
overall business plans, goals and objectivesContinuous monitoring, measurement, reporting alerting and reviews linked to a continual process of improvementRegular reviews and/or audits for effectiveness, efficiency and compliance
Process Well-defined processes and procedures part of corporate cultureProactive and pre-emptive process
People Business aligned objectives and formal targets actively monitored as part of the everyday activityRoles and responsibilities part of an overall corporate culture
Technology Well-documented overall tool architecture with complete integration in all areas of people, processes and technology
Culture A continual improvement attitude, together with a strategic business focus. An understanding of the value of IT to the business and its role within the business value chain
Definition:
The process has now been fully recognized and has strategic objectives and goals aligned with overall strategic business and IT goals. These have now become ‘institutionalized’ as part of the everyday activity for everyone involved with the process. A self-contained continual process of improvement is established as part of the process, which is now developing a pre-emptive capability.
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Example Case Maturity Levels
Level Maturity Description0 Absence The office does not supply the employees with coffee
ControlCoffee SOP posted over the coffee maker. - Who is brewing the coffee - Brewed at certain times
Employees have requested coffee for the office, but lacking supplies and support. - Employees have submitted comment cards - Discussions about the coffee issue
Coffee maker acquired and currently in break room. Coffee is made by whomever at whatever time. - Coffee timer set - Free-for-all mentality
Supplier has the additional task of acquiring and maintaining coffee supplies. - Coffee production is linked to start of large team meetings - Brewed to preference of majority
Integration
Coffee for the Office!
5 Optimization
Coffee making process is evaluated and improved. - Coffee measured out to ensure supplies is used appropriately - Consistant in strength - Brewed at certain times to ensure it is all consumed
4
Initiation1
Awareness2
3
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Example Case Maturity Initiatives
Level Maturity Initiatives0 Absence The office does not supply the employees with coffee
1. Begin creating a plan to obtain the coffee
2. Have a discussion with other employees to see if support exists
1 Initiation Employees have requested coffee for the office, but lacking supplies and support
3. Gain support from appropriate leadership 4. Obtained funding for a coffee maker
5. Put in a request for a coffee maker
2 Awareness Coffee maker acquired and currently in break room. Coffee is made by whomever at whatever time
6. Have a meeting to obtain all personell inputs for how coffee should be made
7. Set rules for making coffee
8. Survey for employee feedback and preference of strength
3 Control Coffee SOP posted over the coffee maker
9. Monitor coffee brewing times and supply levels
10. Put in request for needed change
11. Add coffee supplies as a required need for the entire office
4 Integration Supplier has the additional task of acquiring and maintaining coffee supplies
12. Test and evaluate the strength of the coffee and use of the supplies
13. Update the SOP
14. Set up comment box next to coffee maker
5 Optimization Coffee making process is evaluated and improved
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Process Maturity by ProcessExample: Service Transition
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Process Maturity by Discipline
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Process Maturity Level Tracking
Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10Initiatives
Vision and Steering1. Develop Strategic Vision2. Empower Process Owner3. Publish Process Policies4. Align reporting with Agency Goals5. Review for continual improvement
People1. ITIL Foundations Training2. Functional Role Training3. Formalize Roles & Responsibilities4. Develop inter-Process teams5. Strategic goals part of routine
Process1. Identify gaps in as-is relationships 2. Document necessary activities3. Procedures foster planned activities4. Emphasize proactive Processes5. Procedures part of the culture
Tools and Technology1. Document workflow requirements2. Evaluate and select tools3. Record & consolidate data4. Measure continuously & report5. Integrate people & technology
Culture1. Conduct road show2. Move toward Service focus3. Align Processes to Customer goals4. Focus Services on Business issues5. Continually improve, think strategically
2010 Target: 4
2010 Target: 4
2010 Target: 4
2010 Target: 4
2010 Target: 3
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SuppliersInputsProcessOutputsCustomers
COPIS Review
Step 1
Step 2
Step 3
Step 4
ExamplesDataPartsApplicationRaw materials
ExamplesServicesProductsReportsMetricsRaw data
ExamplesInternalExternalVendorsProducersManagementUpstream Process
ExamplesInternalExternalVendorsEnd usersManagementDownstream Process
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Process Workflow DiagramsExample: Release & Deployment
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Roles & Responsibility MatrixExample: Change Management
Project Baseline Change Procedure
Change Process Owner
Change Process Manager
Program Manager
Project Manager
Service Manager
IT Mgmt
Enter RFC into tracking system I A R C
Verify Basic Information is present A R C I
Review Impact Analysis A R C I C
Review Test Plan/Results A R C I C
Review Resource Requirements A R C I C
Review Risk Analysis A R C I C
Review Backout/remediation Plan A R C I
Determine if Change is accepted or rejected A/R I
Legend:Responsible - do work to achieve an outcome from the process (one or more parties)
Accountable - ultimately accountable for the completion of the outcome (one party per outcome)
Consulted - opinions are sought throughout or at particular points in the process
Informed - kept up-to-date on progress and outcomes
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RACI Matrix Guidelines
• Roles clearly defined
• Be clear what it is you are trying to chart
• Determine the activities inherent in that process
• Each activity should be short, concise and apply to a role or a need, rather than a specific person
• There can only be one accountable role for an activity
• Any role designated as an accountable role must have the authority within the organization to make the required decisions
• Place accountability and responsibility at the lowest possible level, within the functional roles of the business process - Promotes empowerment within the process
• Ensure that all of the roles understand the requirements of them and are capable of delivering the necessary items
• Minimize the number of consulted and informed roles in the business process
• Ensure there is no role which is only consulted or only informed
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RACI Matrix Evaluation
• More then one A: only one role can be accountable
• No As: at least one A must be assigned to each activity
• More then one R: too many roles responsible often means that no one takes responsibility or that there is a duplication of efforts
– Responsibility may be shared, but only if roles are clear
• No Rs: at least one person must be responsible
• Many Cs: Is there a requirement to consult with so many roles? What are the benefits and can the extra time be justified?
• No Cs and Is: Are the communication channels open to enable people and departments to talk to each other and keep other up-to-date?
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Methods & ProceduresExample: Request Fulfillment 1 of 2
Activities M&P Title Suspense
Menu Selection Select Service / Enter Purpose May 30 09
Menu Selection Get Existing Circuit Info May 30 09
Menu Selection Enter Order/Request Info May 30 09
Menu Selection Enter Requester Status and Ordering Authority June 8 09
Menu Selection Enter Top-level Order Requirements June 15 09
Menu Selection Enter Required Authorizations and POCs June 15 09
Financial Approval Obtain Financial Approval June 30 09
Other Approvals Determine/Obtain Other Approvals June 30 09
Fulfillment Perform Pre-Fulfillment Request Quality Check June 11 09
Fulfillment Review and validate Request/Order June 11 09
Fulfillment Validate Request June 18 09
Fulfillment Coordinate with Requester June 4 09
Fulfillment Determine DISN and/or Non-Network Transport June 4 09
Fulfillment Determine Supportability and Transport Requirement June 4 09
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Methods & ProceduresExample: Request Fulfillment 2 of 2
Activities M&P Title Suspense
Fulfillment Fulfill IP Service Requirements June 30 09
Fulfillment Fulfill Optical Service Requirements June 30 09
Fulfillment Fulfill Promina Requirements June 30 09
Fulfillment Fulfill ATM Requirements June 30 09
Fulfillment Update, Finalize Engineering and Finalize Request/Order June 11 09
Fulfillment Execute DITCO Actions June 30 09
Fulfillment Coordinate CLASSIFIED / COMSEC Requirements June 4 09
Fulfillment Oversee Fulfillment Completion June 15 09
Fulfillment Oversee Installation June 15 09
Fulfillment Follow-up to RFU June 15 09
Closure Close Service Request May 30 09
Closure Close Request/Order May 30 09
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What is SMART ?
• Specific: The metric is clear in what it is measuring, inclusive of ownership and accountability of the metric
• Measurable: Some metrics are not easy to measure (e.g. customer satisfaction)
• Actionable: Exercising an influence that can alter the outcome
• Relevant: Focus on metrics that have strategic significance
• Time-Bound: Data acquisition and reporting must be almost instantaneous to support critical decision-making
What you measure is what you get
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Good Metrics vs Bad Metrics
No metrics are better than bad metrics which can drive dysfunctional behaviors
Metrics Characteristics
Characteristics Good Metric Bad Metric
Specific Help Desk call by hour by technician
Help Desk volume
Measurable Customer satisfaction survey score
Customer satisfaction
Actionable No. of Help Desk problems addressed
No. of calls received at Help Desk
Relevant Percent of projects delivered on time
Percent of projects begun
Time-Bound Present rate of closed tickets
Prior year rate of closed tickets
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Process Metrics PlanExample: Request Fulfillment
No. KPI Metric Categories
1a Number of Request Fulfilled by service type
By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service
1b Number of Request in Queue or in process by service type
By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service
1c Number of Requests Fulfilled completed within 30 days of ordered service date
By Service Type (NIPRNet, SIPRNet, DSN, etc…) Customer, Service
2a Actual Delivery Times By Service Type NIPRNET, DVS, etc.
2b v. Customer Requested Time NIPRNET, DVS, etc.
2c v. Published Lead Time NIPRNET, DVS, etc.
3a Processing Time in Phase By Phase (process Step), Average and worst Customer, Theater, Service
4a Service Delivery Success Rate (SDSR)
By Range of Days Overdue NIPRNET, DVS, etc. AF, Navy, Army, etc.
4b Relative to phase threshold NIPRNET, DVS, etc. AF, Navy, Army, etc.
4c By Theatre of Operation CONUS, EUR, PAC
4d By Service NIPRNET, DVS, etc.
4e By Customer Group AF, Navy, Army, etc.
4f Relative to Customer Requested Time NIPRNET, DVS, etc. AF, Navy, Army, etc.
4g Relative to Published Lead Time NIPRNET, DVS, etc. AF, Navy, Army, etc.
5a Circuit Delays Reasons By Service NIPRNET, DVS, etc.
5b By Issue Certification & Accreditation
5c By Organization Customer, Vendor, DISA, B/P/C/S
6a Cost of Delays Aggregate by service
7a Number of Crypto Units for SIPRNET
By Customer with Requirement AF, Army, Navy, etc.
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Process TimelinesExample: Request Fulfillment
M ay 2009 April 20112011
April 2010June 2009
July August Septem ber O ctober Novem ber Decem ber January February M arch April
2010
2010
June 2009Select KeyPerform anceIndicators (KPIs)
Subm itG overnance P lan
July 2009Subm itO rganizationalRe-A lignm ent P lan
M arch 2010Process In itia lO peratingCapability (IO C )
Publish Policy &Docum entation
O ctober 2009Define Hand-O ffs
Begin Continual ServiceIm provem ent Activ ities
T ier II P roceduresTied to NCCM
O ctober 2009Define Hand -O ffs
Begin C ontinual ServiceIm provem ent Activ ities
T ier II P roceduresT ied to NC CM
M ay 2010Im plem entCentra lized P rovis ion ing &F inancia l Consolidation
April 2011Request Fulfillm entFull O perational Capability(FO C )
July 2009Subm itO rganizationalRe-A lignm entP lan
M arch 2010Com plete Process Docum entation
Com plete Process Policy :D ISADO DICJCSI
M arch 2010Request Fulfillm entIn itia l O perating Capability
(IO C)
June 2009M apFunctional Roles
Set Train ing P lan
M ay 2009Em powerProcess O w ner
Com pleteRACI Chart
August 2009Com m unicationP lan
August 2009Com m unicationP lan:- Custom er -
T ied to Phase II- Internal- Executive
January 2010Com m unicationP lan - Custom er -T ied to 1st Q TR 2010
August 2009Com plete the DataM easurem ent P lan
July 2009Training P lan- Roles- Phased Process- Custom ers
O ctober 2009Publish O ffic ialTerm s & Defin itions
Subm itKnow ledgeM anagem ent P lan
Major and Detail Milestones
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Continual Service Improvement
The Deming Cycle
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Quick Win opportunities
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Session 3
Challenges, Accomplishments,
and Next Steps
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Goal: ITIL Workflow
Incident Mgt. Problem Mgt.
Change Mgt.
Release Mgt.
Deployment Mgt.
Capacity Mgt.
Availability Mgt.
Continuity Mgt.
Security Mgt.
Service Strategy
Service Catalog Mgt.
Service Validation
Transition Planning & Support Mgt.
Service Lvl Mgt.
Configuration & Asset Management / Knowledge Management / Work Flow
Event Mgt.
Request Fulfillment
Order EntryMenu Select
Monitoring & Control
Service DeskTNOSCsGNSCGNCNS
GISMCEtc.
TSR’s/RFS
Non-Standard Changes (FC)
Visibility of all
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Challenge: Lack of Integrated Workflow Tools
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Limited validation for
manually entered data
Request Order Engineer Contract Install Operate Bill
DDOE DITCOWWOLSCM Tool EMS/NMS CFE
Processes
Tools
Challenge: Currently Manual Data Flows
CM ToolsWWOLS
Data Flow is manually managed with opportunities for errors between work groups
CM tools aligned by technology; no
end-to-end ckt layout
Missing B/P/C/S inventory data
complicates last ½ mile engr/implement
Email, Vmail, phone/conference calls
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Toolset Goal: System Transition to Enable Rapid Agile Provisioning
RAP is a fully integrated and automated service delivery capability from initial service requests through fulfillment and provides continuous status updates.
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NS “services – NS specific procedures” 310-130-1 (2002)
Today …. Functional silos
PLD “contracts – PLD specific procedures” 350-135-1 (2005) & FAR
GE “engineering – GE specific procedures” 350-135-1 (2005) & FAR Req
ues
t
To be …. Standardized across all theaters, all directorates
Req
ues
t
Request Fulfillment 1. Menu selection2. Financial approval3. Other approvals4. Fulfillment5. Closure
NEW focus on the process rather than directorates (functional base)
Moving away from “Circular” concept towards standardized hierarchy based on ISO 9000 structure of policy, process, procedure all owned by the Process Owner. This will also help execute the change to a process based organization.
Existing 310-130 & 350-135-1 can be combined into standard document – subject to Change management and Configuration control.
Challenge: Barriers Between Functional Silos
CFE “financial – CFE specific procedures” 350-135-1 (2005) & FAR
GO “operations – GO specific procedures” 350-135-1 (2005) & FAR
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Challenge: Delineation of Intertwined Processes
1. Buildout Required
2. Generate Initial IR
3. Staff DAD
4. Generate Final IR
5. Prepare TSIP
6. Install and Test Approved Infrastructure
7. TNC Verifies Availability
8. Continue TSO Processing
Action Steps Typically Crossing Process Boundaries
1 2
3 - 4
5 6 7
8
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Proactive, streamlined, fast Reactive, Slow, Cumbersome
Current Goal
• No clear accountability
– No single lead and representative directly to the customer
– Call recipient varies based on type of customer project
• No documented process
• No clearly defined roles among stakeholders
• No integration of customer and network project management
• Funding expenditures not easily tracked
• Central registration of all projects
– Formal assignment of project leads
– Establish customer interface leads
– Consistent business rules for assignment of different types of projects
• CONOPs documents standard process
• CONOPs provides clearly defined roles and responsibilities
• Each project reviewed for potential impact on other projects
• Central information repository facilitates tracking schedule, status and costs
Challenge: Cumbersome Requirements Management Process
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PROCEDURES Based on positioning 310-130 at this level
(Process Managers & Workers)
WORK INSTRUCTIONS / DETAILS Tool-specific content
Extracted from 310-130(Workers and Vendor Documentation)
Challenge: Excessive lead times for approvals to update documentation
PROCESS Based on ITIL V3
with customized appendices(Process Owners & Process Managers)
POLICY Based on ISO 20000 and
CobiT with customized appendices(Executives and Process Owners)
FutureToday
DoD Directives
DISA Circulars
DoD Instructions
CJCSIs
DISA Instructions
MOAs
DISA EUR Inst
DISA PAC Inst
DISA CONUS Inst
DFAR
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Other Challenges
• No single person is accountable for failures or improvements; unable to agree on automation
• Complex data entry and multiple contacts for customers
• Changes in requirements are poorly managed and cause significant confusion and delays for customers
• Metrics only reflect a selected point within the overall process; true customer experience is not captured
Unclassified
5454
Timeline of Accomplishments
Between 2007 and 2009 NS6: Increased on-time project delivery by 53% while experiencing a 55%
increase in active projects Completed 22 projects representing 1,981 deliverables to DISA global
customers Decreased circuit cutover defect rates by 40%
Request Fulfillment and Release and Deployment Timeline:Apr 09: RF & RD Initial IPR involving all theatersMay 09: Roadshow and training in all theatersJun 09: TO36/TREC Performance based, firm fixed price contract awardJul 09: RIMS-C Interim tool solution (improved metrics)Sep 09: Pilot for DATS performance based transitioningSep 09: Agency-wide process owner for Request FulfillmentDec 09: Stand-up Leased Request Fulfillment Center in O’Fallon, ILMay 10: Issue consolidated request fulfillment contractAug 10: Begin contract awards based on GSMJul 10: New workflow automation (NCCM)
Unclassified
5555
Accomplishment: Performance-Based Contracts
TREC1 (TO 36)Surveys and Planning
TREC2 (TO 36)Deployment and Verification
• Requirements definition• Engineering and surveys• TSR/TSO processing• Hardware acquisition
• Site implementation actions• Test and verification
• Utilizes CAB to control version/baseline • Clear metrics monitoring for performance assessment
• Theater NetOps Centers direct the execution of respective theater implementation actions• TREC resources established in CONUS; common pool of provisioners, engineers, project managers that support multi-theater operations
Performance Metrics:• 100% DPAS entry with < 15% rework• Install (large, medium & small) DISN-SDN within (30, 20 & 10)
of site prep with < (20,15, 10)% rework.• Perform Site Prep within 15/30 days with < 5% rework.• Completion report submit within 15 days < 15% rework.• Site Survey reports delivered < 15 days • Develop SDN TSIP < 15 days <10% errors• Submit TSR within 5 Days• Submit TSO within 5 Days• Installation of MSPP within 5 days < 5% rework• Site Surveys < 3 days per site < 20% rework
Unclassified
5656
Accomplishment: Establish FormalChange Management for Processes
Approved Request For Change (RFC) items thatsupport Request Fulfillment functions.
RFC 0012 Eliminate Unfunded Requirements
RFC 01000 TSR – TSO Wrap Around
RFC 00016 Modify TSR Item 416 Mandatory
RFC 00005 Frame Relay Services
RFC 00004 ATM Services
RFC 00002 310-130-1 DISA Circular Update
RFC 00009 Common Language Business Case
Unclassified
5757
Critical Success Factors
• Unwavering, steadfast commitment from executive leadership
• Process Owners are empowered with authority and held accountable for success
• Process team members are held accountable for process performance via objective-based personnel measures tied to compensation and bonuses
• Sufficient resource allocation for re-engineering and implementation of enterprise-wide tool suites and data standards
• Enhanced governance and organizational realignment
• Clear definition of accountabilities, roles and responsibilities
• Enterprise-wide, customer-focused perspective on IT Service metrics
• Synchronized communications at all levels – vision, strategy, awareness, cultivating support
• Integrated implementation scheduling and coordination
• Relentless drive for Quick Wins daily and active communication of the results
• 100% ITIL training for everyone
Unclassified
5858
Way-Ahead
• Formally establish ITSM Office and Director
• Formally Designate and empower full-time,
dedicated process owners
• Strengthening and streamlining governance bodies
• Expand breadth of processes and tool suites
agency-wide
• Relentlessly pursue Quick Wins and communicate
results
• Establish regular IPR battle rhythm at multiple levels
up to Director
• Lead DoD ITSM Advisory Board
Unclassified
5959
Useful Links
• DISA Home Page: http://www.disa.mil/
• itSMF USA: http://www.itsmfusa.org/
• itSMF International: http://www.itsmfi.org/
• UK Office of Government Commerce:
www.ogc.gov.uk/
• COBIT: www.isaca.org/cobit/
• ISO20K: http://www.iso.org/iso
6060
www.disa.mil