do alm the dutch way

1© ASL BiSL Foundation @marksmalley

UNICOM, London, 26 March 2015

Do ALM the Dutch Way

Mark Smalley, The IT Paradigmologist


• The Dutch perspective

• 2 case studies

• APM/ALM

Agenda


IT

˄Informatievoorziening

Pold

eren

ModellenBeheer(Easy) Going Dutch


Edsger Wybe Dijkstra1930-2002

Computing’s core challenge is how not to make a mess of it.

www.cs.utexas.edu/users/EWD/ewd12xx/EWD1243.PDF


“Beheer van informatiesystemen is de instandhouding van de

informatiesysteemcomponenten apparatuur, programmatuur, gegevensverzamelingen en

procedures en de bijbehorende gegevensverwerkings- en

informatievoorzieningsprocessen overeenkomstig eisen en randvoorwaarden gesteld vanuit het

gebruik en rekening houdend met de karakteristieken van genoemde

informatiesysteemcomponenten en met de mensen die deel uitmaken van de

informatiesystemen ofwel gebruik maken van deze systemen.”

IT Management ProfessorMaarten Looijen

Emeritus Professor at Delft University of Technology &Rector Osei Tutu II Institute for

Advanced ICT Studies Ghana (2002-2012)


Amsterdam Information Model(9 Cells Model)


IV

Informatievoorziening (IV)V = ‘provisioning’

The (functional) information flow, whether automated or not,

that is managed by the business, not IT


Looijen's IT management triptych

Business Information Management

ApplicationManagement

IT InfrastructureManagement

Applications Infrastructure

Demand Supply of & Use IT Services


ITBusiness

Looijen's IT management triptych

Business Information Management

ApplicationManagement

IT InfrastructureManagement

Business Management

Business Operations

Demand

Use

Supply

BiSL® ASL®

ITIL®

Software control

and distribution

Changemanagement

Contract management

Planning and control

Qualitymanagement

Financialmanagement

Suppliermanagement

Application support Application maintenance and renewalConnecting processes

- operational level

Application strategyApplication management organization strategy

Management processes

Stra

tegi

cOp

erat

iona

lM

anag

ing

Applicationportfolio

management

Applicationlifecycle

management

ITdevelop-ments

strategy

Customer environment

strategy

Customerorganizations

strategy

Capabilitiesdefinition

Technologydefinition

Supplierdefinition

Accountand marketdefinition

Servicedelivery

definition

Configurationmanagement

IT operationmanagement

Continuity management

Usesupport

Realization

Design

Implemen-tation

Impactanalysis

Testing

Planning andresource management

Financialmanagement

Demandmanagement

Contract management

Use management Functionality management

Information strategyI-organization strategy

Connecting processes -

operational level

Strategic user relationship management

Informationcoordination

Changemanagement

Transitionmanagement

Strategic information

partnermanagement

Strategic supplier

management

End usersupport

Business datamanagement

Operational suppliermanagement

Specifyinformation requirements

Designnon-automated

informationsystems

Prepare transition

Review and testing

Man

agem

ent

proc

esse

s

Define I-organization

strategy

Connecting processes -

strategic levelSt

rate

gic

Oper

atio

nal

Man

agin

g

Informationlifecycle

managementInformation

portfoliomanagement

Establishbusiness process

developments

Establish information

chain developments

Establishtechnologicaldevelopments


• Owned and supported by non-profit ASL BiSL Foundation• Based in NL with ambassadors in 9 countries• Process models• Library of best practices• Implementation guidance and other publications• Independent certification by APMG International• Training by accredited training organizations • ASL ISO/IEC 16350 standard for Application Management

• www.aslbislfoundation.org• Interactive mindmaps: http://miroslawdabrowski.com

ASL & BiSL



• 2 case studies

• APM/ALM

Agenda


Annual ASL BiSL Award since 2004


Business• Fewer disruptions to service delivery to customers• Improved business productivity• Easier integration with another company during a merger

Business-I&T• Better governance and (financial) management of I&T• Improved business satisfaction with I&T• Better alignment of I&T with business needs• Better response to users’ problems and requests• More improvement proposals from users

I&T• Fewer surprises in project planning• Projects more often on time and within budget• Lower I&T costs and risks • Fewer escalations

Summary of benefits from investment in BiSL

and business information management asreported by nine ASL BiSL Award winners


• Largest insurance company in NL (15000 empl) • Founded 1811 with 39 customers • Now 50% of households insure with

Achmea • Many mergers and acquisitions• Multiple business divisions, central IT

function• Unnecessary diversity of IT systems

and SLAs• Difficult for IT to serve business

divisions effectively & efficiently

AchmeaSituation


• BiSL and ASL used to create a process model to connect multiple autonomous business divisions with the centralized IT department

• Representatives from all departments involved in the design and implementation of the new way of working

• Process model used to define roles & functions

• Each business division has roles to manage demand and use of IT, e.g. business process owners, system owners, business analysts, information managers, functional system administrators, key users

AchmeaApproach


• Improvement of IT services • Cost reduction

AchmeaResults


• National financing of 7000 Dutch educational institutes• 750000 students• 2000 employees• Complicated coordination of I&T

needs and decision-making across multiple educational sectors as users of a large corporate application

DUOSituation


• Centralization of key users in 2 groups: legacy and generic components

• Appointment of owners: easy for legacy; ‘core team’ from business units and IT for generic components

• Owners determine priority of changes and planning, escalation to director (= disqualification)

• Matrix of processes and collaboration interfaces; resistance; cultural change; multi-disciplinary ‘chain’ coordinator

• Consolidation of change managers and project managers• Better involvement of user organization for definition of

changes• Easier testing due to better overview of all changes• Joint testing by business and IT• Application portfolio management for longer term planning,

aligned with business strategy• Now uniformity has been achieved, decentralization

DUOApproach


• Better alignment of I&T with business needs• Better and more reliable return on

investments in I&T• More improvement proposals from

users• Fewer surprises in project planning• Projects more often on time and

within budget

DUO Results



• 2 case studies

• APM/ALM

Agenda


Software control

and distribution

Changemanagement

Contract management

Planning and control

Qualitymanagement

Financialmanagement

Suppliermanagement

Application support Application maintenance and renewalConnecting processes

- operational level

Application strategyApplication management organization strategy

Management processes

Stra

tegi

cOp

erat

iona

lM

anag

ing


management


management

ITdevelop-ments

strategy


strategy


strategy

Capabilitiesdefinition

Technologydefinition

Supplierdefinition

Accountand marketdefinition

Servicedelivery

definition

Configurationmanagement

IT operationmanagement

Continuity management

Usesupport

Realization

Design

Implemen-tation

Impactanalysis

Testing


management


management


ALM & APMApplication strategy


management


management

ITdevelop-ments

strategy


strategy


strategy

Information strategy

Informationlifecycle

managementInformation

portfoliomanagement

Establishbusiness process

developments

Establish information

chain developments

Establishtechnologicaldevelopments


ALM: Determine the future strategy of each application, translated into actions, so that the application can provide support forthe company processes in the future

APM: Align and coordinate the various components in an application landscape and mutually adjust and optimize the larger or radical investments and changes

26

Application Strategy


● Determine the technical quality of the application● Determine the functional quality ● Determine the operational quality

● Determine the impact of developments and changes in the business process, policy and the environment of the application

● Determine the impact of the changes in the organization, users, information provisioning and other applications

● Determine the commitment and willingness to invest, and other preconditions

● Determine potentially interesting or necessary technologies● Determine the developments of existing technologies● Determine the availability and the value that it will provide for the application

● Create possible scenarios and blueprints● Determine the investments, benefits, advantages, disadvantages

and the extent to which the requirements are met● Advise and choose scenario

Source: ASL ® 2 – A framework for Application Management, Copyright: Van Haren Publishing27

ALM activitiesFor each (important) application


● Identify or update the current portfolio (existing and used applications, size, used resources, relations between them, replacement or investment value)

● Determine the current quality of the IT portfolio (strengths/weaknesses), functional quality, technical quality and operational quality

● Determine bottlenecks or generic bottlenecks in the current situation

● Create an overview of the developments at the generic level and of all the appropriate changes at the level of the various applications

● Determine the impact of these developments ● Assess the total capacity for change of the organization, the users and the IT

● Determine the scope, appropriate or forced technological developments● Determine connections between the various technological developments at

the application level

● Determine the total impact● Create several basic scenarios and overall architectures (or modifications)● Make decisions

Source: ASL ® 2 – A framework for Application Management, Copyright: Van Haren Publishing28

APM activitiesFor all or a group of applications


● Functional quality

● Technical quality● Maintainability● Operationability

● Costs*

* UNICOM blog ‘So how much is this application going to cost me? March 201529

Key items


● Functional quality● Importance of supported business processes● Contribution to business processes

● Technical quality● Maintainability

● Availability of technical knowledge● Availability of application knowledge● Ease of maintenance

● Operationability● Reliability (outages)● Efficiency (resources)● Continuity (security, distaster recovery)● Manageability (monitoring)

30

How to assess application quality


Sustain Re-platform Replace Remediate

There are various ways to extend the life of an application

Source: CapgeminiConsolidate Extend/enhance Migrate Decommission


Application decommissioning and other forms of rationalization are

more challenging than development

Source: Write-up UNICOM ALM Webinar 201332

Statement #8


Determining application strategyis more about people than process

Source: Write-up UNICOM ALM Webinar 201333

Statement #10


Mark Smalley, The IT Paradigmologist

www.aslbislfoundation.orgwww.linkedin.com/in/marksmalley

[email protected]@marksmalley

Mark Dave

Interactive mindmapshttp://miroslawdabrowski.com

UNICOM, London, 26 March 2015

Do ALM the Dutch Way