Flex mode framework architectural overview v 2.1 19-08-2013

Paradigm ShiftFramework

Sukumar DanielManaging Consultant,

Action Research Foundation

ICT Service Management Systems

Architecture Overview

BACK GROUNDNeed for Stability in a Changing World

Intellectual Property of Action Research Foundation2

ICT in times of Economic Turmoil

Changing Market Needs

World economy has gone through many crises and enterprises acrossthe globe are seeking to leverage Information and CommunicationTechnologies to support and enhance their ability to survive, competeand grow in a depressed and uncertain environment.

Many organizations are struggling with costly, fixed, ageing applicationand infrastructure portfolios that limit or prevent them from respondingto changing and volatile business conditions.

The challenge for the CIO is to navigate this turmoil today, while alsobuilding a foundation for success tomorrow. Current economic realitiesare driving changes to enterprise priorities, which in turn, are drivingchanges 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 servicemanagement best practices with an automation layer. This includesevolving tools and data analysis capabilities that change ways ofworking. Intellectual Property of Action Research Foundation

3

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 doingthings. Adopting automation assisted approaches to manage SDLC and its integration

with Service Management Systems across the end-to-end Supply Chain, usingEnterprise Architecture and SOA Principles for building the IT SMS.

Continual Sponsorship from executive management for instantiating programs tomanage multiple, simultaneous, Iterative, projects; operated as “Transformation andChange Initiatives” that impact all four dimensions of People, Processes, Tools andPartnerships.

Actively creating and promoting collaborative relationships for sharingresponsibilities between the personnel in service supply chains; operating BusinessProcess , the IT Service Delivery and the 3rd Party Service Providers.

Organisational policy and personal performance target reviews which motivateand encourage collaborative working between all groups operating the supply chain.

Effective use of available and evolving technologies for Application, Infrastructureand Data Warehousing which are required to build an automation layer that embedsand manages all Business Services and the Service Management Processes.

Capabilities to create, access, analyse and improve performance and qualitymeasures of IT enablement of Business Services by establishing a single source oftruth, Business Intelligence, data warehouse, to iteratively improve the ServiceManagement System’s capabilities

Effective Governance by Business, IT Service Management and 3rd Party ManagedService Provider Executives.


HIGHLY DIFFERENTIATEDFROM TRADITIONAL ITILPROJECTS

FlexModeIP Next Generation, Custom Built IT Service ManagementSystem Transformation Solutions Offering


There is nothing in this world more practical than Sound Theory- Albert Einstein

Enterprise IT ServiceManagement Systems,Architecture Transformation,Specialists


IT Service Management SystemTransformation

From Technology Management To IT Service Management

FlexModeIP

SOAFramework

Before After

The FlexModeIP Paradigm Shift

7

Stability in a Changing World


MethodologyKnowledgeBases

BusinessObjectivesBusiness

Objectives

Architecture Driven ServiceOriented Process Approach toculture Change


InternationalStandards &Knowledge Bases




Architecture and Processembedded in ITSM Applicationused to establish aBaseline Foundation



FlexModeIP Method Framework

A world In turmoil of ChangeA world In turmoil of Change

Impr

ovin

g C

apab

ility

Mat

urity

Impr

ovin

g C

apab

ility

Mat

urity

Stability ina Changing

World

Stability ina Changing

World

Action Research toEstablish a Baseline andOperate PDCA Cycle tokeep moving to the next

Baseline

Action Research toEstablish a Baseline andOperate PDCA Cycle tokeep moving to the next

Baseline


ACTION RESEARCH BASEDITERATIVE CHANGEPROGRAM

Next Generation IT Service Management System SolutionsOffering

Stability in aChanging

World

Stability in aChanging

World


What is Action Research

Action research can be described as a family ofresearch methodologies which pursue action (orchange) and research (or understanding) at the sametime.

In most of its forms it does this by using a cyclic orspiral process which alternates between action andcritical reflection and in the later cycles, continuouslyrefining methods, data and interpretation in the lightof the understanding developed in the earlier cycles.

Dick, Bob (1999) What is action research? Available on line athttp://www.scu.edu.au/schools/gcm/ar/whatisar.html

PDCA


What is Action Research

It is thus an emergent process which takes shape asunderstanding increases; it is an iterative processwhich converges towards a better understanding ofwhat happens.

In most of its forms it is also participative (amongother reasons, change is usually easier to achievewhen those affected by the change are involved) andqualitative.

Dick, Bob (1999) What is action research? Available on line athttp://www.scu.edu.au/schools/gcm/ar/whatisar.html

PDCA


FlexModeIP Framework Methodology

QualitativeObservations

QuantitativeObservations

Understand& Refine

CriticalReflection

Do Evo Step Collect DataTrackStatusPlan Evo Steps

PeoplePeople

ProcessesProcesses

ToolsTools

Design InterventionsDrawing upon InternationalModels and Best Practices

Design InterventionsDrawing upon InternationalModels and Best Practices

Past Present

Future

TheNow

System Under Improvement

Customer Requirement Business Strategy

OperationsIT Service MgmtService Providers

PDCA

PartnershipsPartnerships

13

FlexModeIP Knowledge Bases


The FlexModeIP Transformation ProcessLife 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

Action

Research


Change is usually easier to achieve whenthose affected by the change are involved

SOM Tools GroupTechnical Support

Q GroupTechnical Support

E LearningTraining Program

Development

Learning & DevelopmentTraining Program

Management (CDM)

Service DesksSDM

EUS SupportGroupsSDM

ApplicationSupport Groups

SDM

InfrastructureSupport Groups

SDM

Service QualityMonitoring 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

SDLCProcesses

ServiceStrategy

ServiceDesign

ServiceTransition

ServiceOperations

Continual Improvement

FlexModeIP: Integrated SDLC and IT Service Management

Integrated SDLC & IT SM Life CycleStages



FlexModeIP – Process Frameworkembedded in the Automation Layer

Your Existing or NewService Management

System and Apps

EnterpriseSOA Service

Modeler

Enterprise SOAAnalyser

Data Warehouse andMiner

18

CUSTOM BUILDING YOUR ITSMS SOA FRAMEWORKUSING FLEXMODE

Architecture Makes the Difference


Can you build this without usingArchitectural principles?

20

Need Enterprise Architecture to CustomBuild your IT SMS

Business Enterprise Owned by Shareholders andOperated by Business Executives and their Staff

CIO’s Office – Enterprise IT Service Provider

Enterprise Architecture / Architect

ICT

ICT

ICT

ICT

ICT

ICT

21

Architectural Principles for constructingyour IT SMS SOA Framework

22

Abst

ract

ion

Lay

ers

Roles & R

esponsibilities

Knowledge bases need localapplication

23

Successful Implementation depends on how you useyour common sense to create Policies, Processesand Procedures and Manage them to meet the uniquerequirement of your enterprise and not ISO or ITIL

EA – What, How, Where, Who,When & Why

Strategists theorize about how executives canown What the Architects Design and how

engineers will build the solutions that allowtechnicians to implement it so workers can

participate in using the systems that all of themthought about

Source: Home page in www.zackmaninternational.com

24Intellectual Property of Action Research Foundation

FlexModeIP TransformationIterative Life-Cycle

IT SMS Transformation TechniquesFoundation Workshop

IT SMS Transformation TechniquesPractioner Workshop

Using FlexMode Framework to Architect an SOAbased ITSM Framework Foundation Data

Transcribe the SOA Foundation Data intoService Management System Applications

Configure the BMC* Foundation Process toimplement Policies and Establishing Tracking

Collect and organize Data in a “Single Source ofTruth” Data Warehouse and present for Analysis

Identify Top 3 Improvement Opportunities andOperate Service Improvement Program Process

Monitor Effectiveness of Improvementand Plan Next Improvement

PDCA

25

STEP 1 – VISUALIZING YOURITSM SOA FRAMEWORK

Strategists theorize about how executives can own


Strategists theorize about howexecutives can own – Step 1

Set up an Architectural Council and relatedgovernance 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


V I

s u

a l I

s e

The Architecture Council

SOM Tools GroupTechnical Support

Q GroupTechnical Support

E LearningTraining Program

Development

Learning & DevelopmentTraining Program

Management (CDM)

Service DesksSDM

EUS SupportGroupsSDM

ApplicationSupport Groups

SDM

InfrastructureSupport Groups

SDM

Service QualityMonitoring 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

Shared Network InfraShared DC Infrastructure

ITSM Service Delivery ModelService Oriented Management Architecture

PurchasingMarketting FinanceDistribution

The Service Desk – Single Point of Contact for IT users

Custom

er Side

Supply S

ide

AppSrv

L3

L1L2 D

eskTop

EMaIL

Service Channel

End User Services MartsApplication Services Marts

AppSrv

AppSrv

App Supplier

Infra Supplier

Process support

App Supplier

Infra Supplier

Process support

L1L2

L3

OffAuto

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

BusinessArea

BusinessArea

BusinessArea

LocationsLocations Locations Locations

Service Channel

Intellectual Property of Action Research Foundation29Infrastructure Services Marts

IT Service Marts in Real Life

30

STEP 2 – ARCHITECTINGYOUR ITSM SOA FRAMEWORK

What the Architects Design


Architects Design how engineerswill build the solutions – Step 2

Create the Business Services Enterprise SOAillustrations

Create the IT Service Management OrganisationSOA Illustrations

Create IT Service Groupings and Map to SupportOrganisation

Create ITSM Process Flow Policies for IdentifiedFoundation Processes

Identify required Functions, identify Process Roleand document staff RACI.

Work with Core Group to finalise Templates


D E

S I

G N

Rapid Prototyping usingPre-Fabricated Framework

33

Sample Prototype IllustrationEnterprise Business SOA

34

Aligning IT Business to using FlexModeIP ITSM SOA Framework – Large Global Retailer

35

STEP 3 – TRANSFERRINGARCHITECTURE TO TOOLS &OPERATING THE SMS

how engineers will build the solutions that allow technicians toimplement


Technicians Can implement howworkers can Participate – Step 3

Fill & Transfer Foundation Data from template toService 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.


I M P

L E

M E

N T

IT Service Management Organisation SOA

38

Service Supply Chain – What, How, When, Who, Where & Why

Contact CenterBusiness Service

App SupportService Owner Network Services

DSS ApplicationSupport

Outlook Client& Local Mailbox LAN

Network Support

Network EquipmentProviders

WAN Providers

WAN

Off Line SD

On Line SD

DSS Vendors

Email ServiceEnd User

Server Support

Fire Wall

24 Hour Ops.

Server ClustersShared Storage

3rd Party SupportAsset ManagementDC Infra Services

MS Server OS MS OutlookServer

MS SQLServer Anti Virus &

Mentoring

MS IISServer Spam

Filter

Hardware VendorsThis image cannot currently be displayed.

Asset Manager

L1 Support L2 Support L3 SupportL3 Support

SLA OLA OLA AMC

UPC

L4 VendorsIntellectual Property of Action Research Foundation39

An Integrated framework for IncidentClassification 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 UserDetails and Symptom Experienced

or Service Request of the caller(End User)

Incident Resolution Data Capture

Point of Failure

ResolutionAction

Component ofPoint of Failure


FlexModeIP Template – GloballyConverged Service Inventory – journeythrough the abstraction layers

System Logic Row – Identified byIT Organisation, Service Channel,Service, Symptom, Logical CI, CIComponent, Resolution Action

Technology Physics – Identifiedby the Symptoms Column alongwith the Resolution Framework

41

Zachman’s Abstraction Layers

Scope Contexts Row –Identified by the ITorganisation Column.

Business Concepts Row –Identified by Service Channel(Supply Chain) Column.

Updated in SMS Automation Layer asFoundation Data – Component Assembliesand Operations Classes

Component Assemblies –Foundation DataConfigured in RemedyService Desk

Operations Classes –Incident Managementand ProblemManagement Modules

42

Zachman’s Abstraction Layers

Front Office – User Portal,Back Office – Engineer Portal

43

IM Lifecycle Milestones

OfflineTriageL2

Offline Analyst L2

Contact Agent FTR L1

WT1

WT2

RT1

RT2

GroupTriageL3

WT3

Group Engineer L3

RT3

Total Turn Around Time (TAT) <= SLA

WT4

GroupTriageL3

Group Engineer L3

RT6

WT6

WT5

RT1 = Resolution time for FTR by Online Analyst L1WT1 = Wait time before Assigning to Offline Triage L1WT2 = Wait time before Offline Triage Assigns to Analyst L2RT2 = Resolution time for Offline Analyst to Resolve L2WT3= Wait time For Offline Analyst to Assign to 3rd Level L2

WT4= Wait time for 3rd Level Engineer to Reject or Re-Assign L3RT3 = Resolution Time for 3rd level Engineer to Resolve L3WT5 = Wait time First L3 Group Engineer to Re-Assign L3WT6 = Next L3 Triage to Reject / AssignRT6 = Resolution time for Next L3 Engineer to Resolve L3

Start

Resolve


End to End Performance Transparency

45

Identification of Top 3 Issues with a Servicefor Improvement

0

20

40

60

80

100

Srv Chn 1 Srv Chn 2 Srv Chn 3

Incident Rank - Service Channel

INC Count SR Count

SelectBusiness /Country

ViewServiceChannel

0

20

40

60

80

Service 1 Service 2 Service 3

Incident Rank -IR for Services InChannel

IR / SR Count

SelectService

Channel ViewService IR

0

20

40

60

80

Symptom 1 Symptom 2 Symptom 3

Incident Rank - Symptoms in Service

IR / SR Count

SelectService

ViewSymptoms

Select Service orSymptom View

Logical CI0

20

40

60

80

Application App Srvr DB Srvr

Incident Rank - Logical CI fromService

IR / SR Count

Select LogicalCI View

Component

0

20

40

60

80

Module 1 Module 2 Module 2

Incident Rank - Logical CI fromService

IR / SR Count

SelectComponentView Actions

0

20

40

60

80

Application App Srvr DB Srvr

Incident Rank - Closing ActionPerformed on Component

IR / SR Count

ExtractSampleData for

RCA

Classification Framework Resolution Framework


STEP 4 – PRACTICINGCONTINUAL SERVICEIMPROVEMENT

so workers can participate in using the systems that all of themthought about


Using the systems that all of themthought about– Step 4

Establish Continual Service Improvement Processand commence with formal Service ImprovementPrograms

Establish Baseline; Identify Top 3 Issues inServices, Identify Improvement Opportunities,Perform Root Cause Analysis, Identify andimplement Improvement actions.

Verify effectiveness of improvement actions,Publish results for new Baseline and continue tooperate the CSI processes

Scale up to implement other processes to supportthe CSI findings.


I M P

R O

V E

M E

N T


FlexModeIP Automation Layer

Your Existing or NewService Management

System and Apps

EnterpriseSOA Service

Modeler

Enterprise SOAAnalyser

Data Warehouse andMiner

49

Traditional Management Silo PerformanceMonitoring – Wintel Support Group

Wintel Services SupportGroup Weekly Incident

Ticket Trend is Declining

The Kitchen

New Paradigm – Customer Outcome asbasis (Contacts at the Service Desk)

End User ServicesWeekly Incident Trend

is growing at theService Desk

End User ServicesWeekly Incident Trend

is growing at theService Desk

Customer Contact issues at Service Deskfor End User Services

End UserServices, Service

Channel Top 3Issues

1 in 3 end user has called in with a DesktopSoftware Issue

MS Outlook and Citrix Services arethe biggest sources of Incidents

and impact the whole organisation

Veg & Meat Cutting

The Technology Silo (Support Group)resolves an insignificant number of DSIncidents

Resolved by L3 WintelSupport Group

Resolved by L1Service Desk

Who is Responsible forreducing End UserCalls in the Citrix

Service?

Veg & Meat Cutting

IT Service Management SystemTransformation

From Technology Management To IT Service Management

FlexModeIP

SOA Framework

Before After

The Required Paradigm Shift in Culture

Let's See WhatCan Happen

When theParadigm Shifts

Unable tolaunchapplication

Idle Sessions

Disconnected Sessions

User Error

Increase in concurrentSessionsSpecific Database Server

ClientConfiguration

High Load on The System(15%)

Application Not Responding(53%)

Specific App Server

Citrix Server

Network Latency

Client Issues(32%)

Time out values changedfrom 3 hours to 30 minCR# CM010043

CR# CM012084

CR# CM014181 raised to coverremaining servers

Effectiveness of Boundary Less Behavior !L1, L2 & L3 work together to operate the problemmanagement process, perform root cause analysis, createa change and eliminate one of the underlying causes ofIncident Generation

Primary Root Cause -Time out ValueParameter High leading the symptomof unable to launch applicationACTION – reduce Time out

from 3 hours to 30 minutes.

Effectiveness verifiable in Citrix ServiceIncident Trend

Declining TrendDemonstrated,

(lowest levels in 6months)

Inci

dent

Tic

ket C

ount

MARKET SPACES & SERVICEOFFERING

Benefit from the Action Research Foundation’s FlexModeMethodology today.


Market Spaces

In-House, Enterprise, CIO Organisations and External, 3rd

Party, Managed Service Providers and ITSMS SolutionProviders for Projects implementing Greenfield, Replacement, Upgrades, or

configuration changes to existing or new BMC or other tool sets; withthe strategic objective of improving Customer and Business outcomes.

Competency / Training initiatives of HR or Operational Managers whichare designed to help individuals develop competencies in IT ServiceManagement Systems by demonstrating certification at various levelsof ITIL.

Organisations with strategic ambitions for demonstrating Complianceto International Standards and those who need to demonstratecompliance to either corporate governance assessment or to meetstatutory obligations.

Organisations wishing to implement formal Continual ImprovementPrograms by implementing and managing an, Enterprise wide, ServiceImprovement Program


FlexMode ITSM Transformation Framework Implementation ProgramManagement for Rapid, Scalable and Sustainable IT SMS Transformation.

Transformation Techniques Competency Building – Action ResearchFoundation Learning Center, Practical ITSM Transformation TechniquesPrograms. 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 StrategyPlanning 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


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 acrossthe enterprise.

Inclusive approach that ensures participation of the customer and OutsourcingPartner staff in making Changes using a new paradigm to designed to improvecustomer and business outcomes

Establish a continually improving ‘Customer Outcome Focused’ ServiceManagement System; using an Automation layer that, includes EnterpriseArchitecture and Service Oriented Architecture ITSM Frameworks to, transformexisting 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 embedContinual Improvement in the DNA of the Customer’s Service Management System

Adopt guidance from ITIL to establish and demonstrate IT SMS compliance toInternational Standards such as ISO 20000, ISO 27000, ISO 38500 and StatutoryRequirements such as SOX


PROOF OF THE PUDDING IS INTHE EATING

Case Studies


Played the Role of Head PeopleStream of the Change Initiative

Created the Integrated SDLC - ITSMSOA Architecture for UK operationsand Scaled it to 18 Countries in 2years

Produced and Mapped 250 Serviceson an end to end basis in the usingcustom built SOA framework tailoredusing FlexMode, Configured andreleased, Incident, Change andProblem on ICCM tool set.

Created Transformational Metricsreporting delivering completetransparency of quality of serviceacross the enterprise and

Embedded Continual Improvement inthe DNA of the Operating Model, byimpacting Management ReviewAgenda and tracking methods.

“Sukumar has been a great to work with.His passion to drive change at theOrganisation level was amazing. He wasable to cut thro' all layers of Managementand get the buy-in from the people. He wasable to get the organisation adopt a step-change approach to ITSM initiative andsteer the organisation strategy to align tothe new paradigm of Continualimprovement and Problem Management”August 28, 2011, Clement C Jayakumar,Head Quality Tesco HSC.Intellectual Property of Action Research Foundation

63

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 providerentities 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.


FlexMode Based Program to Establishthe IT Service Management System,operated by the CIO in a fullyoutsourced IT Service Delivery Regime.

Used Enterprise Architecture Principlesto create and embed a Service OrientedArchitecture Framework using the BMCRemedy Suite of Applications

Achieved 1st Baseline of the SOAtranscription in 30 Calendar Days

Established collaboration between 3rd

party Service Providers for Applicationand Infrastructure Support across theService Supply Chain on an End to EndBasis.

Achieved visible and measurableimprovement in capability to effectivelymanage the outsourced ServiceProviders while optimising costs in ameasurable and verifiable manner.

“I would like to recommend SukumarDaniel - the chief architect for ourITSM/Remedy program. Apart from hishigh calibre technical skills, he hasgreat drive and teamwork abilities. Healso has a very amiable personalitybehind a juggernaut temperament onproject execution.”Probir Mitra, CIO, Tata Motors Ltd.


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 andconfigured the same into Remedy.

Established End User Self Help by publishing the Remedy Web console, managed thedevelopment of Video based communication and personally authored all end usercommunication, including Mail Responses, notifications, IVR Script, ReleaseAnnouncements, etc.

Designed, configured and established Remedy based Incident Management process formanaging service restoration. Consolidated more than 20 help desks across the countryinto a single Virtual Service Desk, applying ITIL concepts for a Single Point of Contactfor all IT services.

Creating End to End Transparency of the IT Services for End User Services, SAP ERPApplication Services for Supply Chain Management and Other Applications acrossmultiple 3rd Party Service Providers with differing Underpinning Contract related Targets.

Embedding SOX IT General Controls into the Incident and Change ManagementProcesses using out of the box BMC Features to track the Change from the generationof a Change Request through to Post Release Validation.

Achieved measurable reduction in effort and Time required by both Assessors andTechnical Staff to organise and preserve documentary evidence required to demonstratecontrols required by Statutory requirements of SOX


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 forSupplier Management Process Activities

Closely coordinated with CIO Service Level Managers to rationalize SLA and establishService Provider Underpinning contracts.

Created capability for both Transactional and Transformational Metrics being availableon Demand.

Automated all service reporting activities with Drill Down features for ImprovementOpportunity Identification and mounting Service Improvement Projects and ConfirmingEffectiveness

Created the Automation Layer for Billing of Managed InfrastructureServices from IBM. Establishing a Baseline and tracking changes to Personal and DC Infrastructure Asset

Register using Discovery Based Automated using CCM and establishing the GoldenDatabase for use in Invoicing for Managed Services.

Eliminated Cumbersome and difficult to achieve Manual Stock Ledger Assessmentacross geographies while enhancing quality of data resulting in stress free billing andinvoice approvals for Pay By Use IT Infrastructure.


Designed the configuration management processes and Re-Engineered the EndUser IT Asset Management. Designed and implemented a project to change the HostName, of more than 11000 computers, as per a standard Mask across 80 sites,Automated the creation and maintenance of Asset Registers that provided detailsrequired for managing Vendor Owned assets deployed for a monthly fee andrefreshed on a four year cycle. Established capability to provide cost centre basedcosting.

Designed the automated Infrastructure event Monitoring and management processesand project managed the Tivoli-BMC interfacing and created base lines of BusinessService management Architecture in the CMDB using Automated Discovery.

Designed the Metrics based Review processes and provided the MeasurementMethodologies, templates, graphical expressions for extracting the same fromRemedy.

Instrumental role in establishing mechanisms to transform from reactivemanagement to proactive management of IT services.

Architected the Transition of ITSM services from Ford Infrastructure to the JaguarLand Rover Infrastructure

“Sukumar is an expert in IT Service Management. He has helped us define what weneed to do to integrate people, processes, technology and partners into provide abest in class IT Services function within an advanced engineeringcompany.” October 9, 2009, Andy Fleming, IT Process and Controls Manager,Jaguar Land Rover LtdIntellectual Property of Action Research Foundation

68

Joint Chairman of the IT ChangeManagement Committee and SeniorAdvisory to the ISO 20K Project forestablishing a Process orientedorganization.

Transformed the CIO organisation to takeits rightful role in enabling INGinternational to meet their businessobjectives for India. October 2005 to June2007

Developed and Deployed the FlexModeframework V1.0 for aligning IT withbusiness in a secure and managedoutsourced environment using BMC 7.0for the first time in India.

Provided a Service Oriented Architecturefor the CIOE Management Frameworkand Project Managed BMC Remedy ITSMSuite implementation using lean rapiddeployment methods.

“I worked with Sukumar to restructure theIT processes by using the ISO 20000framework and to improve the usage ofRemedy as a supporting tool. He hasbeen very instrumental in finding andexplaining the right standard for ourorganisation and also due to his drive,enthusiastic nature he managed to getmany people involved and to follow thepath he designed. The ISO 20000programme was managed by him. Todaywe are reaping the benefits of all theseefforts. I enjoyed working with him andwish him all the best."

Johan De Wit, Head of IT Governanceand Project Portfolio Management, INGBank, Netherlands.


Establish a COE for IT Service Management which will oversee the establishment ofan IT Service Management System required for transforming current CorporateInternal IT services organisation into a Shared Services Configuration compliant to therequirement of ISO 20000 International Standard for Service Management.

Establishing a Governance Structure for the effective implementation of an efficientand effective IT Service Management System to meet strategic objectives ofCorporate IT

Ensuring that process Automation layer effectively embeds processes and providesManagement Information required for establishing management control andcontinually improving customer outcomes

Ensures that Architectural Principles are Identified and deployed to put in place aService Oriented Architecture Framework for the ITSM to transform from TechnologyFocus to a Service Oriented Focus.

Creating policies to meet strategic needs when the ITSMS is scaled up to covermultiple locations across the globe especially in the areas of Service LevelManagement, Prioritisation, Tracking across Geographically and technically diversesupport groups and organisation.

Establishing capabilities required for corporate IT to become an Independent SharedServices Provider to the enterprise globally

To do the above using the principles and methodology outlined in the FlexModeIPparadigm shift framework for IT Service Management Systems

Embedding Continual Improvement Culture in the DNA of the Custom Built IT SMSIntellectual Property of Action Research Foundation70

OPEN HOUSEQuestion Time


Flex mode framework architectural overview v 2.1 19-08-2013

Technology

Transcript of Flex mode framework architectural overview v 2.1 19-08-2013