The three Rs: Roles Responsibilities Relationships
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The 3 RsRoles, responsibilities, relationships
v2
System
People
Process Practices
Technology Things
Partners
Evolution
ThingsPractices People
Systems
Operating model
http://blogs.pinkelephant.com/index.php?/troy/the_strategic_role_of_an_it_operating_model/
Operations and Services Team
IT Support Teams
Business Teams
Change
Technical Teams
Service Delivery
Supplier Mgmt
Change Advisory Board (CAB)
Service Design
CustomersTechnology Team
Data TeamManagement Group
Strategy
RequirementsProject
Approval
Demand
Approval
Change Deploy
service ICT Service provider vendor
Service Centre
ICT Service Desk
Service provider Vendors
Escalation
Escalation
Reporting
Initiate
ICT Operations
Reporting
Incidents
Users
Changes
Support
ExecutiveGroup
Policy
Business relationship
(BPM)
Champions
Feedback
Service Support
Changes
Escalation
People
People
Process Practices
Technology Things
He Tangata
He aha te mea nui o te ao?
He tangata, he tangata, he tangata
Human pace of changechange
time
lag
Changing people• Motivation -> willingness
• Communication -> understanding
• Development -> capability
Fair process• Engagement• Explanation• Expectation
978-0117080607
The three Rs• Roles• Responsibilities• Relationships
Roles
http://www.sfia-online.org
Responsibilities
http://www.isaca.org/cobit
Relationships• Inputs / outputs:
artefacts• Operating model
• Support model• Engagement model
ICT Service Desk
Infrastructure suppliers
HR support
Staff
“Level zero” Level One Level Two Level Three
SMC UNIX sysadmins
ICT Application Support
triage
PeopleSoft developers
RMS functional analysts
PeopleSoft
Self help
forms
Ticketing, workflow management, service levels Ticketing , workflow management
Incident and request management
interlock
Support ModelLevel Four
JIRAemailHeat
HR district SMEs
Other ICT resolver groups
WFM district staff
RNZPC Training
Support modelContact/CRM Self help
Chan
nels
Leve
l 1Le
vel T
wo
Incident triage, resolution Major Incident Request fulfilment
HR Training Workforce Infrastructure Desktop Network Database Email user training
Phones
Leve
l Thr
ee
SAP Success factors
Leve
l Fou
r
Kronos opSys WAN/LAN DevicesStorage Servers
Security
WindowsBusiness Objects
Applications
Inci
dent
and
requ
est m
anag
emen
t
Problem Management
Service level management
Supplier Management Service Delivery
SupportingLevel FourLevel ThreeLevel TwoLevel One
Business relationship
Prod
uctio
n Ch
ange
Change management
Release management
App Support
ICT ICT ICT
x x x
ReveraKronosSuccess Factors
SAP
ICT ICT ICT ICT ICT
Training
Microsoft
ICT Service
Desk
ICT
ICT
ICT Service
Desk
ICT
ICT
ICT Service
Desk
SDM
Service Change
ICT
ICT Service
Desk
ICT Change
Manager
ICT Release
Manager
ICT vendor Mgmt
supplier manage
mentSDMSDM
ICT Portfolio Manager
x
ICT Service
Desk
Spark
VendorService provider
ICTserviceBusiness units
HR Support
Training support
WFM support
ICT
ICT Service
Desk
SDMICT
Portfolio Manager
xxx
Champions
Finance
Finance support
xx
MyPolice Support
Service Centre
Service Centre
Engagement model• Use• Security• Architecture• Compliance• Service Catalogue• Request Catalogue• SLA• Service Owner• Change Manager• Service Desk• Email• Meeting• Report• Phone • Website• Design• Incident• Request• Change• KPIs• SLTs• Charges• Audit
Practices
People
Process Practices
Technology Things
IT4IT
http://www.opengroup.org/subjectareas/IT4IT
Standard+Case
http://www.basicsm.com/standard-case
978-1482061741
DevOps• Culture• Automation• Lean• Measurement• Sharing
http://www.itskeptic.org/content/define-devops
DevOps is agile delivery
978-0988262508
Lean• More with less• Eliminate waste
• Overprocessing, • Transportation, • Motion, • Inventory, • Waiting, • Defects, • Overproduction.
• Theory of Constraints
B00BU1BNZO
Improve
Things
People
Process Practices
Technology Things
3Ps• Policy• Process• Procedures
ICTProcesses
DIRECT governance artefact framework
Organisational
PrinciplesOrganisational
StrategyOrganisational
Charter
Organisational Behaviour
Policy
ISO38500 Corporate
Governance of ITevaluate
direct monitor
Organisational Responsibility
Policy
OrganisationalStructure
Organisational Strategic
PolicyOrganisational
ConformancePolicy
Organisational Performance
Policy
EnterpriseArchitecture
Organisational
Business plan
Organisational
Investment budget
ICTISSP
Organisational Acquisition
Policy
ICTSecurity
Policy
ICTBehaviour
Policy
ICTBudget
OrganisationalService Strategy
ICTService
Strategy
ICTPractice
Framework
ICTProcedures
OrganisationalOperating
model
ICTOperating
model
ICTSLAs
ICTService
Portfolio
ICTQuality
Policy
ICTResources
Policy
ICTChange
Policy
ICTAvailability
and capacity plan
OrganisationalBCP
ICTContinuity
plan
ICTCSI
plan ICTRASCIs
UserDevicePolicy
Acceptable UsePolicy
ICTCompliance
Policy
ICTAcquisition
Policy
UsereMailPolicy
CMDBSDLCTool
chainInfrastructure
plan
Organisational
Vision and mission
policies plans structures
organisationalfunctional
contextual
ICT version
personnel financesales
ICTArchitecture
OrganisationalService
Portfolio
why how what
Qualitystandards
• Risk• Benefit• Resource
• Goals• Lifecycle• Measures
• Lists• Information• Relationships
DR planSOE
Change schedule
OrganisationalWork
Programme
OrganisationalAsset
Register
Governance artefacts are instruments by
which governors direct the enterprise
None of these are necessarily written down, but they all exist at some
level of formality if only oral
ICTKnowledge
base
Many-to-many
Direct
Balanced ScorecardCustomer Engagement
Customer satisfaction Quality of communications Frequency of meetings and
reviews Timely reporting
Internal Performance User satisfaction Timeliness Policy compliance of provisioning Quality of ticketing
Financial Performance Headcount Staff retention Staff productivity Budget tracking
Improvement and Growth Improvements delivered Knowledgebase growth Training programme delivered Coaching performance
http://www.basicsm.com/content/balanced-scorecard-service-desk
Service RASCI (Responsible, Accountable, Supporting, Consulted, Informed) v6
for telephony and related systems Delivery Manager CC Manager
Service administrator
Service Improvement
Service Supply
Level 2 technical IS CTO IS BRM
IS Service Desk Manager
IS Service Desk IS SMO
IS Change Manager
IS Release Manager
IS Principal Architect IS Ops IS VMO
STRATEGY AND DESIGNPolicy, strategy, and standards A R I I I C R CRisk and value management A R C C C R CPeople resource management A RService financial management A R IBusiness relationship management -strategic A R IService level agreements A R C C C C C S CQuality, assurance A R S SContinual improvement management A R S CService owner/service delivery manager A R IBusiness relationship management -tactical A RBusiness owner A R IService design A R C C C C R CBusiness architecture C C RInformation architecture C RSolution (service) architecture A R C R C IInfrastructure architecture C I R RSecurity architecture I I R RService integration and supplier performance A R S C S C SSupplier contractual management A C R SSupplier contractual management - Revera, Fujitsu, Vodafone etc C I A R Service portfolio and catalogue R C S CAvailability and capacity planning A R C I I S S
OPERATION AND SUPPORTBusiness relationship management -operational R S CHelpdesk/contact channels/service desk C R CSupport platform I R C S ISupport knowledge management R S IRequest Management C R S A CRequest fulfilment
Application administration tasks A R SIdentity and access provisioning A R R SDevice and system provisioning A R R SData error fixing A R ICapacity provisioning A,C R R IUser training and coaching RRemote access permissions C R RSite access at Revera R R I
Identity and access management R S SUser training RIncident Management C R A ILevel 1 support I R
triage, grey area analysis S I R Csupplier coordination S I R S
Level 2 support
RASCI
ITIL A reference not a
blueprint
Automation• Continuous Integration• Continuous Delivery• Continuous Deployment• Tool chain
978-0321601919
People
Practices
Things
improve
require
3Rs leadership ABC performance
policy
plans
leanCSI standard CMM
RASCI op model
process model tools proce
duresmetricsautomation
The 3 RsRoles, responsibilities, relationships
Rob EnglandThe IT Skepticwww.itskeptic.org@theitskeptic