What this session should be
An informational event how
• Directors and Managers within IT
• Can use dedicated best practice
• To simplify their life
in an industrialized context of IT-Serviceproviding
27.01.2014 3
Agenda
Who we are
Hypercompetition – Industrialization – Change - best Practice
Industrialization and IT - Impacts
Value of best practice in this world
Acquisition of best practice
Operationalization of best practice
• Setup and adaptation of service offering
• Stabilizing organisations after restructuration
• Management as taks itself
• Sourcing Governance and Vendor-Management
Best Practice and education within UBS
27.01.2014 5
What is CascadeIT doing
27.01.2014 6
Knowledge
Libraries
Knowledge
Libraries
Knowledge Transfer
Knowledge Transfer
KnowledgeOperationalization
KnowledgeOperationalization
For best practices in Governance-, Servicemanagement- and Sourcing-Field
Agenda
Who we are
Hypercompetition – Industrialization – Change - best Practice
Industrialization and IT - Impacts
Value of best practice in this world
Acquisition of best practice
Operationalization of best practice
• Setup and adaptation of service offering
• Stabilizing organisations after restructuration
• Management as taks itself
• Sourcing Governance and Vendor-Management
Best Practice and education within UBS
27.01.2014 8
The actual situation in the financial sector
• Change in Customer Expectations
• Changing from Non-IT towards but mass-customizationconditioned digital natives
• Corporate governance and Business Transformation
• Pressure within compliance and legal issues
• Along the whole process and value chain
• Outsourcing of Resources [Human&Non-human]
• Steady Raise of Service Requests
• Restructuring and Consolidations
27.01.2014 10
The ways the business wants to go
Anywhere Anytime Anyplace Access
Timeless and Placeless Job Execution
Working at Convenience
Dismantling of Physical Structure
27.01.2014 12
Indicators for industrialized market conditions
27.01.2014 13
Volatile Markets Cannibalisation
RestructurizationInnovation Pressure
Drivers for industrialization
Disruptive Technologies
Cultural Change
GlobalizationUbiquitiousInformation
The impact for IT
27.01.2014 16
Quelle: Rob Addys Blog auf gartner.com
What keeps IT alive
27.01.2014 17
AdequateKnowhow on howto
use resources(Cababilities)
Correct mix on available
ressources
The magic balance
27.01.2014 18
Capital
Infrastructure
Applications
Information
Management
Organisation
Process
Knowledge
People
Resources Capabilities
Resources never can replace capabilities!
Agenda
Who am I
Hypercompetition – Industrialization – Change - best Practice
Industrialization and IT - Impacts
Value of best practice in this world
Acquisition of best practice
Operationalization of best practice
• Setup and adaptation of service offering
• Stabilizing organisations after restructuration
• Management as taks itself
• Sourcing Governance and Vendor-Management
Best Practice and education within UBS
27.01.2014 20
«Best Practice» gives stability
Within a permanent changing environment
Simple, manageable, measurable activity patterns (e. g. practice)
Give clear outcome and stability
27.01.2014 21
Use of Best Practice – Indicators (Source: Peters and Waterman*)
27.01.2014 23
* On the Search of Excellence
Where to find
Quality Assurance
• APMG, TÜV, ISO
Professional Organisations
• ITSMF (Servicemanagement)
• OMG (Enterprise Architecture)
• IAOP (Outsourcing)
Via Knowledge Service Providers
Research Networks and Academic Institutes
• Sofware Engineering Institute
• MIT
Your employees and collegues!
27.01.2014 25
Why you could be here now ?
Practice covers guidance and execution
No best practice without the knowledge of
• Governing
• Controlling
• Operationalization
• Limits
27.01.2014 27
Agenda
Who am I
Hypercompetition – Industrialization – Change - best Practice
Industrialization and IT - Impacts
Value of best practice in this world
Acquisition of best practice
Operationalization of best practice
• Setup and adaptation of service offering
• Stabilizing organisations after restructuration
• Management as taks itself
• Sourcing Governance and Vendor-Management
Best Practice and education within UBS
27.01.2014 29
Best Practices for IT– The domains
27.01.2014 30
Service-Architecture and Compliance
Serviceofferings and Servicemanagement
Transition Management and Operations
Sourcing and Vendormanagement
31
One Picture on the Plan, Build, Integrate, Run - Paradigm
Product Platform
Services (product specific)
Integration Platform
Services (proc. center specific)
Platform
Services
Development
OrganizationSW Product Catalogue
SW producer view
Implementation(E2E program / project view changing
multiple products)
Processing CenterSW / service consumer view
IntegrationProcessing-center-integration-view(=> integrating multiple projects with multiple product changes)
Proc. Center CIOIT Unit CIO
Build / Buy
- IT build / buy costs
- Sourcing costs
-> Project contract
Plan
- Strategic Investments
- Base budget
-> Businesses Cases
Integrate
- IT integration costs
- QA costs (eg. regression testing)
-> Project contract
Run
- IT run cost
- SLA / OLA / UC
-> KTLOCha
ng
e
De
ma
nd
Stakeholder Requests
Production Platform
Services
Appl. dependencies:
e.g. JDBC, Servlets 2.1
Runtime dependencies
e.g. Oracle, tomcat 6.0
Development Platform
Services (project specific)
Service Consumer
1..*
Se
rvic
e
Enterprise.
Architect
1..*En
terp
rise
Arc
hite
ctu
re
Application
Software
Component
Software Sub-
Component
Product Owner / Manager
1
1
1..*
1..*
1
Business
Analyst
Quality
Manager
Software
Architect
Product Architect
1
Application
Instance
Processing
Center
Architect
1
1..*
Application Bundle
Instance
1..*
Service
Manager
Processing Center
Quality Manager
Service Delivery
Specialist
*
IT Operation
Responsible
1
*
Software
Architect
PL
Business
Analyst
Developer Tester
SDLC
Developer /
IntegratorTester
Integration
Architect
Program/Project
PL
Business
Analyst NT
NT
NT
NT
NT
NT
NT
NT
Strategic Portfolio
Mgr / KAMSDU Head
(Leading view)
Solution
Domain Mgr
Delivery Portfolio Mgr
SDU Head
(+ ISL & TPS)
Program/ProjectSteering
CommitteeSteering
Committee
ISLISL
32
What could be applied to this big picture
Product Platform
Services (product specific)
Integration Platform
Services (proc. center specific)
Platform
Services
Development
OrganizationSW Product Catalogue
SW producer view
Implementation(E2E program / project view changing
multiple products)
Processing CenterSW / service consumer view
IntegrationProcessing-center-integration-view(=> integrating multiple projects with multiple product changes)
Proc. Center CIOIT Unit CIO
Build / Buy
- IT build / buy costs
- Sourcing costs
-> Project contract
Plan
- Strategic Investments
- Base budget
-> Businesses Cases
Integrate
- IT integration costs
- QA costs (eg. regression testing)
-> Project contract
Run
- IT run cost
- SLA / OLA / UC
-> KTLOCha
ng
e
De
ma
nd
Stakeholder Requests
Production Platform
Services
Appl. dependencies:
e.g. JDBC, Servlets 2.1
Runtime dependencies
e.g. Oracle, tomcat 6.0
Development Platform
Services (project specific)
Service Consumer
1..*
Se
rvic
e
Enterprise.
Architect
1..*En
terp
rise
Arc
hite
ctu
re
Application
Software
Component
Software Sub-
Component
Product Owner / Manager
1
1
1..*
1..*
1
Business
Analyst
Quality
Manager
Software
Architect
Product Architect
1
Application
Instance
Processing
Center
Architect
1
1..*
Application Bundle
Instance
1..*
Service
Manager
Processing Center
Quality Manager
Service Delivery
Specialist
*
IT Operation
Responsible
1
*
Software
Architect
PL
Business
Analyst
Developer Tester
SDLC
Developer /
IntegratorTester
Integration
Architect
Program/Project
PL
Business
Analyst NT
NT
NT
NT
NT
NT
NT
NT
Strategic Portfolio
Mgr / KAMSDU Head
(Leading view)
Solution
Domain Mgr
Delivery Portfolio Mgr
SDU Head
(+ ISL & TPS)
Program/ProjectSteering
CommitteeSteering
Committee
ISLISL
Why ITIL and SDLC work together
ITIL gives recommendations on the what and the different possibilities on
• Setting up services and service organisations
• Organisational Setup
• Processmanagement within IT
• Introduction of services
• Handover of services to external partners
• Operationalization of services
• Improvement of Services
Considers Applications as core element within a service
• Is therefore aligned and sometimes identical to SDLC-patterns
• But has ist abstraction layer on the whole service
34
Which trainings are offered within UBS
27.01.2014 35
Best Practice for IT-
Management
ITIL Foundations
Service Offerings
and Agreements
Planning, Performance
and Optimization
Release Control and Validation
Operational Support and
Analysis
Sourcing Governance
SDLC
Where is the scope in all of those trainings
What
• Should be done
• Why
• With which impact
• Which control or decision points
• What is the value for IT and for business
On the how
• A practice is normally performed
• With wich triggers, in which situations and under which context
• Case studies, solution libraries, real life examples
27.01.2014 36
Service Offerings and Agreements
27.01.2014 38
• Objective, content and details “from
service idea to service description in the
service catalog"?
• Governance, prerequisites for success,
critical success factors, risk of
implementing for each process?
• Applying detailed process designs,
implementation, and control steps?
• Organisational Setup, Policy Creation
and Process-Design
• Technology Issues
Planning Protection and Optimization
Objectives, Content and Details „from
Servicedescription to Servicedesign -
Package
Governance, prerequisites for success,
implementation risk and measures for all
design processes
Detailed process and pattern descriptions
and scenarios, control steps and
implementation guidelines
Show-Cases and Scenarios
Technology and Serviceprocess-Automation
27.01.2014 39
Release Control and Validation
Targets, Details and Principles from
realized servicedesign package to the
deployed service
Governance, prerequisites for success,
implementation risk and measures for all
design processes
Detailed process and pattern descriptions
and scenarios, control steps and
implementation guidelines
Cases and Scenarios
Technology and Serviceprocess-
Automation
27.01.2014 40
Operational Support and Analysis
Targets, Details and Principles of operating
efficient and effective IT-Services“
Governance, prerequisites for success,
implementation risk and measures for all
design processes
Detailed process and pattern descriptions
and scenarios, control steps and
implementation guidelines
Cases and Scenarios
Technology and Serviceprocess-
Automation
27.01.2014 41
Managing across the Lifecycle
Implementation of Servicemanagement as
practice, organisational transformation,
service governance, linking all ITIL
processes together, ITIL and beyond
Governance, prerequisites for success,
implementation risk and measures for all
design processes
Detailed process and pattern descriptions
and scenarios, control steps and
implementation guidelines
Cases and Scenarios
Technology and Serviceprocess-
Automation
27.01.2014 42
ITIL – Education Streams – the difference
27.01.2014 43FoundationLevelFoundationLevel
IntermediateLevelIntermediateLevel
ExpertLevelExpertLevel
AdvancedLevelAdvancedLevel
Consulters and Lifece-Cycle-View
Implementation of ITSM as discipline
Practice and Methodology
3 Days
ITIL Master
ITIL Expert
Managing across theLifecycle
Lifecycle Stream Capability Stream
ITIL Foundation
Continual
Service
Improvement Service
Offerings &
Agreements
Planning,
Protecting &
Optimization
Release
Control &
Validation
Operational
Support &
Analysis
Service
DesignService
Transition
Service
StrategyService
Operation
Zusammenfassung
In a dynymic world, business critical outcomes should be assured
via best practice
Those best practices will simplify the almost complicate life of
managers and practitionners
Most of those practices are described in
• IT-Infrastructure Library (ITIL)
• Outsourcing Professional Body of Knowledge
• RUP-SDLC
Can be learned via UBS University
27.01.2014 45
Where you can reach me
Dr. Helmut Steigele
Winkel 6
CH-8192 Glattfelden
+41 44 300 68 90
www.cascadeit.ch
www.4whatitis.ch
www.4servicemanagement.com
27.01.2014 47
Peters, 2012, Spitzenleistungen in chaotischen Zeiten
Richard D’aveni (Hypercompetion) and Eisenhardt and Brown
(Competing on the Edge)
Luftman, 2004, Competing in the Information Age
Luftman, 2010, Managing the Information Technology Resource
Steigele, 2013, Hemmschuh Informatik ?
Steigele, 2012, Was tun mit der Informatik ?
ITIL Lifecycle Publications Suite
27.01.2014 49
Sources on Business and Servicemodelling and Servicemanagement
Sourcing
• Outsourcing Professional Body of Knowledge (OPBOK)
• Quint; Das Demand-Supply-Governance Framework
• Publikationen der International Association of Outsourcing
Professionals
• Steigele, Professionelle IT-Ressourcenbeschaffung – Eine Guideline
für IT-Procurement-Verantwortliche
27.01.2014 50
Compliance, Qualitymanagement and best Practice Selection
• Control Objectives of Information and Related Technologies (CobIT
5)
• Charles Edward Deming – für das Total Quality Management
• Peters und Waterman – In Search of Excellence – für das
Performance Management
• http://www.coso.org/ (Internal Controls)
• http://www.isaca.org (IT-Compliance)
27.01.2014 51
Organizational Design - Governance
• Henry Mintzberg – on Management
• Enterprise Architecture Frameworks
- Zachman, EEAF, TOGAF
27.01.2014 52