Evolution of it management
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Evolution of IT managementPrepared by: Samah SAFI
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Agenda
IT management challenges ITIL Enterprise architecture COBIT Process automation
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IT management challenges
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IT management
Information technology management (IT management) is the process whereby all resources related to information technology are managed according to an organization's priorities and needs. This includes tangible resources like networking hardware, computers and people, as well as intangible resources like software and data. The central aim of IT management is to generate value through the use of technology. To achieve this, business strategies and technology must be aligned.
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External forces
Technology
Economic
International
Socio-culture
Politicallegal
Internal
forces
Customers
Suppliers
Regulators
Strategic partners
Company
OwnersCulture
structure
Organization environment
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IT increasing complexity
Increasing business
complexityIT increasing
migration speed
Increasing business
transformation speed
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version available
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availableNew
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available
Technology enablement
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Business
Processes
Drivers/Influence
s
Align
Align
Business
Strategy
Drivers/Influence
s
Business Capabilitie
s
Projects & initiatives
Organization
structure
Strategy
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Technology enablement
Technology evolution
Globalization Organization complexity
Competitive market
Money wasteSlow to adapt
changeHigh cost
Time waste
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Business
Processes
Align
Align
Business
Strategy
Business Capabilitie
s
Projects & initiatives
Organization
structure
Drivers/Influence
s
Drivers/Influence
s
Strategy
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IT increasing complexity
198x 199x 200x 201x
Technology enablement
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Standards enablement
1980 ITIL
1980’s EA
1996 COBIT
2002 PA
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ITILInformation Technology Infrastructure Library
ITIL
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ITIL Definition
“The IT Infrastructure Library® (ITIL) is the most widely accepted approach to IT service management in the world. ITIL is a cohesive best practice framework, drawn from the public and private sectors internationally. It describes the organization of IT resources to deliver business value, and documents processes, functions and roles in IT Service Management (ITSM).” Source: UK Office of Government Commerce
ITIL is a best practice framework that has been drawn from both the public and private sectors internationally. It describes how IT resources should be organized to deliver business value, documenting the processes, functions and roles of IT Service Management (ITSM).
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Why ITIL?
The Business is more and more dependent on IT. Complexity of IT constantly increases. Customers are demanding more for less. Global competitiveness growing at a rapid rate requiring a more flexible
approach to integration. Stronger focus on controlling the costs of IT. Low customer satisfaction levels.
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Benefits to the Organization
Improve Resource Utilization Be more competitive Decrease rework Eliminate redundant work Improve upon project deliverables and time Improve availability, reliability and security of mission critical IT services Justify the cost of service quality Provide services that meet business, customer, and user demands Integrate central processes Document and communicate roles and responsibilities in service provision Learn from previous experience Provide demonstrable performance indicators
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How Is It Different?
Customer expectations have increased work better individually and together Some things we are doing already, but with varying approaches
Defining of processes, across IT groups Defining of roles Tracking requests, managing asset inventory
Ensure accountability Ensure communications
Between IT staff and clients Between IT staff in different locations
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• Capacity, Availability, Info Security Management
• Service level & Supplier Management
• Planning & Support
• Release & Deployment
• Asset & Config management
• Change management
• Knowledge Management
• Problem & Incident management
• Request fulfilment• Event & Access
management
ITIL
• Strategy generation• Financial management• Service portfolio
management• Demand management
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ITIL ProcessesService strategy Service Design Service
transitionService
operationsContinual service
improvementDemand
management
Financial management
Strategy generation
Service portfolio management
Service catalogue management
Service level managementAvailability
management
Service continuity management
Info. security management
supplier management
Knowledge management
Change management
Asset configuration management
Release & deployment management
Transition planning &
supportService validation
& testing
evaluation
Incident management
Problem management
Event management
Request fulfillment
Access managementOperations
managementService deskApplication
managementTechnical
managementIT operations
Service measurement
Service reportingService
improvement
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IT increasing complexity
IT increasing migration speed
198x 199x 200x 201xNew
version available
New version
availableNew
version available
New version
available
Technology enablement
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1980 ITIL
1980’s EA
1996 COBIT
2002 PA
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Enterprise Architecture
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What is Enterprise Architecture?
EA is a discipline that helps the Enterprise define , develop and exploit the boundary less information flow (BIF*) capabilities in order to achieve the Enterprise’s Strategic Intent. ”OMG”
EA is the process of translating business vision and strategy into effective enterprise change by creating, communicating, and improving the key principles and models that describe the enterprise’s future state and enable its evolution. “Gartner”
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Business
Strategy
Enterprise Architecture
Technology Architecture
InformationArchitecture
DataBusines
s Process
es
Business Capabilitie
s
Projects & initiatives
Organization
structure
Business Capabilities & processes
Business Architecture
StrategyBusiness
Capabilities & processes
Strategy
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How represents EA?
Connect the different layers of architecture
Reflect the Architecture from different perspectives
Reflect the different architecture layers
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Why do we need Enterprise Architecture? Why do we need the architecture (map) of a building?
To have a shared view of how the building will look like To present for customers a view to product to sell To provide electricians, builder … material that enable them
to execute their work. To facilitate the decision making in case of any required
change
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Why do we need Enterprise Architecture? Share the same whole picture React rapidly open environment changes Assess the performance and harmony inside enterprise Share different stakeholders viewpoints Enable enterprise usage, fixing, building and further development
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Benefits
Align IT with business Efficient IT operation Better return on existing Reduced risk for future investment Faster simpler and cheaper procurement
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What is a EA framework?
Enterprise Architecture Framework defines how to create and use an enterprise architecture.
An architecture framework provides principles and practices for creating and using the architecture description of a system.
Enterprise architecture framework and strategic planning is the key to planning, coordinating and implementing an organization's business objectives.
It helps in the smooth functioning of different units in an organization, both inside and outside the information systems architecture.
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Enterprise Architecture framework example Zachman framework
Established at 1987 by Zachman, Draws upon the discipline of classical architecture to establish a common vocabulary and set of perspectives, a framework, for defining and describing today's complex enterprise systems.
TOGAF Established at 2003as TOGAF8; by the The Open Group Architecture
Framework (TOGAF) is a framework and detailed method for building, maintaining, and gaining value from an enterprise architecture for an organization.
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IT increasing complexity
Increasing business
complexityIT increasing
migration speed
198x 199x 200x 201xNew
version available
New version
availableNew
version available
New version
available
Technology enablement
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1980 ITIL
1980’s EA
1996 COBIT
2002 PA
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COBITControl Objectives for IT
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What is Cobit5
COBIT 5 helps enterprises create optimal value from IT by maintaining a balance between realising benefits and optimising risk levels and resource use.
COBIT 5 enables information and related technology to be governed and managed in a holistic manner for the entire enterprise, taking in the full end-to-end business and functional areas of responsibility, considering the IT-related interests of internal and external stakeholders.
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Information critical asset
Information is a key resource for all enterprises. Information is created, used, retained, disclosed and destroyed. Technology plays a key role in these actions. Technology is becoming pervasive in all aspects of business and
personal life.
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Enterprise benefits
Maintain high quality information to support business decisions Generate business value from IT enabled investments Achieve operational excellence through the reliable and efficient
application of technology Maintain IT-related risk at an acceptable level Optimize the cost of IT services and technology Comply with ever-increasing relevant laws, regulations, contractual
agreements and policies
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Stakeholder value
Delivering enterprise stakeholder value requires good governance and management of information and technology (IT) assets.
Enterprise boards, executives and management have to embrace IT like any other significant part of the business.
External legal, regulatory and contractual compliance requirements related to enterprise use of information and technology are increasing, threatening value if breached.
COBIT 5 provides a comprehensive framework that assists enterprises to achieve their goals and deliver value through effective governance and management of enterprise IT.
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CoBIT 5 Principal
s
1. Meeting Stakeholder
Needs
2. Covering the
Enterprise end to end
3. Applying a single
integrated framework
4.Enable a Holistic
Approach
5. Separating Governance
from Management
CoBIT 5 Principals
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Principle 1: Meeting Stakeholder Needs Step 1. Stakeholder Drivers Influence Stakeholder Needs
Stakeholder needs are influenced by a number of drivers, e.g., strategy changes, a changing business and regulatory environment, and new technologies.
Step 2. Stakeholder Needs Cascade to Enterprise Goals Stakeholder needs can be related to a set of generic enterprise goals.
These enterprise goals have been developed using the balanced scorecard (BSC).
Step 3. Enterprise Goals Cascade to IT-related Goals Achievement of enterprise goals requires a number of IT-related
outcomes,2 which are represented by the IT-related goals. IT-related stands for information and related technology, and the IT-related goals are structured along the dimensions of the IT balanced scorecard (IT BSC)
Step 4. IT-related Goals Cascade to Enabler Goals Achieving IT-related goals requires the successful application and use
of a number of enablers
Enterprise Goals
IT – related Goals
Enabler Goals
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Principle 2: Covering the Enterprise End-to-end
Governance Enablers
Governance Scope
Roles, Activities and RelationshipsOwners
and Stakeholde
rs
Management
Governing
Body
Operations
And Execution
Delegate
Accountable Monitor
Set Direction
Report
Instruct & Align
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Principle 3: Applying a Single Integrated FrameworkCOBIT 5 is a single and integrated framework because:1. It aligns with other latest relevant standards and frameworks, and thus
allows the enterprise to use COBIT 5 as the overarching governance and management framework integrator.
2. It is complete in enterprise coverage, providing a basis to integrate effectively other frameworks, standards and practices used.
3. A single overarching framework serves as a consistent and integrated source of guidance in a nontechnical, technology-agnostic common language.
4. It provides a simple architecture for structuring guidance materials and producing a consistent product set.
5. It integrates all knowledge previously dispersed over different ISACA frameworks.
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Resources
CoBIT 5 enablers
1.principles, policies and frameworks
2.processes3.
Organization structure
4. Culture, ethics and behavior
5. information
6. services, infrastructur
e & application
7. People, skills &
responsibilities
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Principle 5: Separating Governance From Management
Governance ensures that enterprise objectives are achieved by evaluating stakeholder needs, conditions and options; setting direction through prioritization and decision making; and monitoring performance, compliance and progress against agreed-on direction and objectives (EDM).
Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives (PBRM).
Governance
Management
Evaluate
Plan(APO)
Build(BAI)
Run(DSS)
Monitor(MEA)
Management FeedbackDirect Monitor
Business Needs
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IT increasing complexity
Increasing business
complexityIT increasing
migration speed
Increasing business
transformation speed
198x 199x 200x 201xNew
version available
New version
availableNew
version available
New version
available
Technology enablement
![Page 44: Evolution of it management](https://reader035.fdocuments.us/reader035/viewer/2022062522/58792d021a28ab7c448b5ba1/html5/thumbnails/44.jpg)
1980 ITIL
1980’s EA
1996 COBIT
2002 PA
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Business process automation
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Business process definition
Business Process is a collection of related ,structured activities or tasks that produce a specific service (serve a Management particular goal) for a particular customer. Management process
Govern the operation of business Operational processes
Constitute the core business activities and create the primary value stream
Supporting processes Support the core operational processes
Operational processes
Support processes
Man
agem
ent
Man
agem
ent
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Why business process automation?
Business Processes are the central nervous system of organizations, Automation accelerate and increase the efficiency and quality of service
provided by these processes Management of business processes changes and implications take huge
time Traditional development of applications based on business processes is
complex Operational processes differ between organization and other working in
the same domain
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Business process automation definition Business process automation (BPA) is defined as the automation of
complex business processes and functions beyond conventional data manipulation and record-keeping activities, usually through the use of advanced technologies. It focuses on “run the business” as opposed to “count the business” types of automation efforts and often deals with event-driven, mission-critical, core processes. BPA usually supports an enterprise’s knowledge workers in satisfying the needs of its many constituencies. “Gartner”
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Business process automation benefits
Reduce costs Streamline work Boost productivity Track progress Deal easily with high volumes of requests Reduce errors Enforce standards Maintain visibility Integrate with other systems Quick to build and customize
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Xpdl 1.0 (2002)• Xml process
Definition Language
BPMN 1.0 (2004)• Business
Process Modeling Notation
XPDL 2.2 & BPMN 2.0 (2010)
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What is BPMN?
The primary goal of BPMN is to provide a notation that is readily understandable by all business users, from the business analysts that create the initial drafts of the process , to the technical developers responsible for implementing the technology that will perform those processes and finally, to the business people who will manage and monitor those processes.
The second goal of BPMN ensure that XML languages designed for the execution of business language such as WSBPEL, can be visualized with a business-oriented notation.
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What is XPDL & BPEL?
Xpdl (Xml process Definition Language) is a format standardized by the Workflow Management Coalition (WfMC) to interchange business process definitions between different workflow products. XPDL defines an XML schema for specifying the declarative part of workflow / business process.
WS-BPEL (Web Services Business Process Execution Language) is an XML based programming language to describe high level business processes. A 'business process' is a term used to describe the interaction between two businesses or two elements in some business.
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How to automate processes?
Application 1
Application 2
XML file
XML file
XML file
1
2
3
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How to automate processes?
Model business processes using BPMN
Transform processes to XML (BPEL - XPDL)
Transform xml files into process engine for execution