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David Chambers
It’s A Trap! - SACM
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Introduction
• There are many reasons why SACM has
a reputation of being expensive and
difficult to implement
• Lots of organisations fall into the same
common traps
• This presentation will discuss how to
avoid the common traps
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What is SACM• SACM promises so much
– Cost of Service
– Quicker Incident Resolution
– Problem Identification
– Discover Unauthorised Changes
– Predict impact of Changes
– Location and ownership of all IT Assets
– Lifecycle of IT Assets
– Software Licensing control and reporting
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Excitement• CIO’s and IT Managers
are told that SACM will give a lot of benefit very quickly
• Technical Teams believe that they will press a magic button and no longer have to think about impact or document
• Change Managers believe that there will never be an unauthorised change they will not know about
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VisionsIT ManagementTechnical Teams
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Can SACM Work?• Yes - SACM
Supports Business
– Goals
– Strategy
– Policies
Goal
Strategy
Policies
Processes
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How Can SACM Work• Goal (Service Management)
– High level of customer satisfaction
• Strategy– Open and transparent communication and customer
engagement
• Policy– All planned and unplanned service outage’s, service
degradation and changed services to be communicated to key stakeholders
• Processes– Service Portfolio, Service Catalogue, Change Management,
Incident Management will support the policy and SACM will support the processes
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Simplistic View of SACM
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Perception of SACM Failure
• SACM and other processes are often
seen as being a failure and waste of time
due to;
– Expectations of different areas not met
– Process is too hard and complicated
– There is nothing in this for me
– Information is wrong
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Reality of Process Failure• The business goals/objectives are not clear
• The IT goals/objectives are not clear
• IT strategy is – Non-existent
– Too high level
• The policy– Is non-existent
– Does not support the strategy
• Brainstorming of what is needed from SACM is done without aligning to policy and strategy
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Reality of Process Failure cont.
• SACM Process
– Built off a wish list
– Unrealistic expectations have been set
– Promised funding has not occurred
– Promised technology has not been
implemented
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Process• Playbook
– Directions on how to
achieve an outcome
– Different possibilities
to cover different
scenarios
– Documented player
roles
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Policy• To be a player at the
club players are to
– read and understand
their roles
– attend training
– attend recovery
sessions
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Strategy• Planning for success
• Define game day
play methodologies
• Run per week
– 6 training sessions
– 2 recovery sessions
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Goal• The Goal
– The goal was to win
(too high level)…
– Oops wrong type
playbook for this
game – it does not fit
– The player does not
know how to adapt
the playbook to the
different game
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Analogy ReversedGoal
• To win the football season
Policy
• Players must
– Attend training
– Understand their role
Strategy
• Define game day
methodologies
• Schedule training sessions
• Define number required
wins
Process
• Define a playbook for each
type of play in line with the
game day methodologies
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Outcome
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Implementation – SACM Goal
• To support Incident and Change
Management processes with
communication
• Provide usage information to Service
Catalogue and Service Portfolio
processes
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Implementation - Strategy• Include in the CMS
– Topology of Services
– Key stakeholders and users of Services
• Integrate other CMDB’s
– Network discovery tools
– General Discovery tools
• Train IT staff on how to use the CMS and SACM process
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Implementation - Policy• General
– Communicate planned outages to stakeholders
– Communicate unplanned outages to stakeholders
• SACM
– CI types required
– CI attributes required
– Relationships required
– All of the above must adhere to change management practices
– All tickets must have an associated CI and service
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Implementation - Process
• This is a document to guide users of the
process on how to adhere to the SACM
Policy
• Train staff on the process, policy and
what outcomes are expected
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Action Plan• Configuration Management Plan
– Goals\Required Outcomes
– Strategy to support the goals
– Policy to support the strategy
– Process to support the policy
– Process specific Policy to support the process
– Procedures to support the process and policy
– Metrics so that Critical Success Factors can be measured
– Build the CMS
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Recommendations• Do not fall in the trap!
– Start small and build from your foundation
– Be transparent and communicate what SACM
will deliver
– Do not implement just because ITIL says that it
is great; understand why you are implementing
– Ensure the sponsor understands the
dependencies
– Start from the top
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Additional Resources
• http://au.linkedin.com/pub/david-
chambers/4/5b7/524/
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Questions
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