the leader in providing practical solutions for running it as a business – the business of it sm ...

The leader in providing practical solutions for running IT as a business – The Business of ITSM

www.ismonline.com

Welcome To Your Virtualized World

What is YOUR Virtual Awareness?

The Business of ITSM

What is Virtualization?

0% 0%0%

a)An online dating system which allows individuals to meet over the Internet, usually with the objective of developing a relationship.

b)A term that refers to the abstraction of computer resources, which hides the physical characteristics of computing resources from their users, be they applications, or end users.

c)I don’t know….. Yet!


Have YOU ever used a Virtualization technology?

0% 0%0%

a)Yes, I’ve tinkered around with it, but am still new to the technology

b)Yes, I consider myself a proficient user, and have setup / launched / maintained a Virtual Machine.

c)No, I am a rookie.


Does Your Business/Company Currently Utilize Virtualization Technology?

0% 0%0%0%

1.No, we have not begun to utilize Virtualization Technology across any platform.

2.No, but I know our IT Leadership is considering it for the platform of the future.

3.Yes, we have begun to a proof of concept, but no implementation has occurred

4.Yes, we have Data Centers full of Virtualized Servers/Machines.


Does Your Business/Company Have Any Methods In Place To Manage The Process

Behind Virtualization?

0% 0%0%

1.Yes

2.No

3.The Future Hasn’t Been Implemented YET.


VIRTUALIZATION BEST PRACTICESVIRTUALIZATION BEST PRACTICES

HardwareHardware StorageStorage NetworkNetwork ApplicationsApplications

SecuritySecurity

Service ManagementService Management

GovernanceGovernance


WHAT IS VIRTUALIZATION?WHAT IS VIRTUALIZATION?

•Virtualization– Presents hardware resources as virtual

resources, i.e.:• Compute (CPU/Memory)• Storage (Disk)• Network Interfaces (NIC)

– Allows managed sharing of hardware resources

– Presents standard hardware to “Guest” operating systems running inside virtual machines (VMs)

– Frees software from physical hardware dependencies


GROWTH OF VIRTUALIZATIONGROWTH OF VIRTUALIZATION

•How many virtualization hosts does your organization have?

Source: April 2008 – InformationWeek Analytics – Managing Virtual Server Environments



•How many virtual machines does your organization have?




•Percentage of your servers that will be virtualized by the end of 2010?


25-49%

Less than 10

100%

10-24%

75-99%

Zero

50-74%



•Conventional x86 server sprawl– 36M physical servers by 2011 – a ten fold increase in 15 years*– $140B in excess server capacity – a three year supply*

•Operating costs– $8 in maintenance for every $1 spent on new infrastructure*– 20 – 30:1 server-to-admin ratio**

•Power and cooling– 50c for every $1 spent on servers***– $29B in power and cooling industry wide***

*IDC Doc #207044 – U.S. and Worldwide Server Installed Base 2007-2011

**Source: VMware Corporation

***IDC Doc #206035 – Virtualization and Multicore Innovations Disrupt The Worldwide Server Market


ADVANTAGES OF VIRTUALIZATIONADVANTAGES OF VIRTUALIZATION

– Less power consumption• Less Physical Servers Means Less Power Consumption & Less Cooling

– Less rack space• As Much As 50% Reduction In Hardware• Fewer Hardware Platforms

– Instant provisioning• “3 Clicks” Towards A Dedicated Virtual Server

– Consolidation and commoditization of server hardware• 50 – 70% reduction in deployment of new servers

– Improved resource allocation• Multiple VMs on a single host can reclaim unused CPU cycles




SecuritySecurity




ENTERPRISE GOVERNANCE IN A VIRTUAL WORLD

Bill Banks, President813-855-3710



15


SecuritySecurity




AGENDAAGENDA

16

The world we’ve made is a result of the level of thinking we have done thus far, creating problems we cannot solve at the same level of thinking. Albert Einstein

Virtualization from a Business Management Perspective

• Management Challenges of Virtualization

• Key Components of an IT Management Business Model

• Effects of Virtualization on the IT Management Business Model

• Approaches to revise Key Components to address the Challenges

• Questions and Answers


VIRTUALIZATION CHALLENGESVIRTUALIZATION CHALLENGES

• Lack of formalized strategy, planning, testing, and deployment disciplines – Trial and error model (Fix it later)

• Increasing complexity of the operational production environment – Service delivery interruptions and outages

• Lack of visibility and oversight by business management – Risk management and compliance issues

• Lack of formalized roles and responsibilities with new virtualization model – Technicians are in control

• Immaturity of operations and performance management systems and tools – Up to 18 to 24 months behind the Virtualization vendors’ products

• Lack of management measurements and metrics – Meaningful qualitative metrics are not available

17


IT MANAGEMENT SYSTEM OVERVIEWIT MANAGEMENT SYSTEM OVERVIEW

18

Organization StructureManagement Style and Culture

Systems and Tools/MethodsPolicies and Procedures

Business Processes

Data and InformationMeasurements

Strategy

Governance

Components of an IT Management System (Business Model)

• Governance

• Strategy

• Organizational Structure

• Business Process, Information and Measurements

• Systems and Tools


GOVERNANCE PRINCIPLESGOVERNANCE PRINCIPLES

• Governance ≈ Answers to What, Why, Where, When, Who, How, and How Much

• Enterprise / IT Alignment– Rules of Engagement (Focus, Priorities, and Resources)– Risk and Compliance Management

• Ownership and Accountability (Roles and Responsibilities)

• Visibility, Transparency, and Oversight

• Auditable / Securable / Recoverable Solutions

• Measurable operational performance and Business Value

19


FRAMEWORK FOR IT SUCCESS ℠FRAMEWORK FOR IT SUCCESS ℠

20

• Foundation for IT Management Business Model• Background on Process Frameworks

– Breaks environments into easily understood & managed parts– Forms parts into structures to meet objectives– Uses structure as a target for planning and decision-making

• Information Sources (Industry Best Practices)– ITIL Version 3– COBIT– PMBoK– CMMI– ISO/IEC 20000– ISM Process Models/Project Experience

• Framework for IT Success Uses– Process Definition (Individual and Group)– Performance Improvement Strategies – Processes, Tools– Planning Tool – Strategic, Tactical and Operational– Aligning IT with the Business – “Running IT as a Business”– Organizational Roles and Responsibilities

Strategic / Tactical Activities Operational Activities

Service Request Management

(Non-Standard)

Svc Rqst Mgmt Non

Std

Open Service Request

Develop Business Case/Project/Risk

Assessment

Approve/Reject

Close Request

Notification to Stakeholders Level of Effort

Portfolio Mgmt

Monitor Status / Update Service Request ActivityVerify

Request Fulfillment

Close Service Request

Release Mgmt

Release Planning

Design Release Package

Build & Configure Release

Release Testing/

Acceptance

Release Roll-Out Planning

Support & End User Training Successful? Backout Release &

Develop Action Plan Close ReleaseNo

Yes

Release & Deployment

Management

Reject

Approve

Change Mgmt

Project Mgmt

Known Errors

Manage PortfolioPortfolio Mgmt

Portfolio Management

Review Current Project Portfolio

Review Approved Service Requests

Update Portfolio with Potential

Projects

Re-Prioritize using Decision

Matrix

Match Resources to Prioritized Projects

Approve Updated Portfolio

IncidentManagement

Close Incident Record

Verify Resolution

Close Problem Record

Verify Resolution

Problem Resolution

Identify Known Error

Perform Root Cause

Analysis

Open Problem Record

Request for Service?

Open Incident Record

Classify Incident

Perform Troubleshooting

Apply Workaround/

Escalate Incident

Incident Resolved?

In Service Catalog?

Problem Mgmt

Facilitate Chargeback

Purchasing/Receiving

Assign Service Request

Approve/Reject

Verify Prerequisites


Svc Rqst Mgmt Std

Define Knowledge Items Update Knowledge Base Support Service Management Processes Update Knowledge Items and Knowledge BaseKnowledge Management

Problem Management

Monitor Status/Update Activity

Verify Request

Fulfillment



(Standard)

No Update CMDB

Service Level Mgmt

PortfolioMgmt

Develop Knowledge Management StrategyKnow-ledge Mgmt

Incident(Service Disruption)

Service Request (New Capability)

Review Service Level

Data

Measure Performance

Compare Performance to

Thresholds

Corrective Action Needed

?

Forward to Process

Analyze Trends &

Deviations

Update Service Level

Agreements

Initiate Corrective

Action

Negotiate Service Level Agreements

Define Service Level

Plan

Service Level Planning &

Management

Service Level Mgmt

Problem Mgmt

Change Mgmt

Change Mgmt

Services Design & Management

Svc Design & Mgmt

Review Enterprise/IT

Strategy

Develop IT Services

Strategy/Portfolio

Define IT Services

Develop Cost/Price

Model

Asset/Config Mgmt

Develop Service Catalog

Forecast Service

DemandManage IT Services Throughout Lifecycle – Maintain Service Catalog

Measure / Analyze Service Demand /

Business Value

Reject

ChangeManagement

Change Mgmt

Open Request for

Change

Prioritize/Classify

Part of Release?

Approve Change /

Develop FSC

Monitor/Approve Test

Results

Implement Change into Production

Update CMDB

Successful?Verify Change

Met Requirements

Post- Implementation

ReviewClose Change

Backout Change from

Production

No Yes

No

Planned Change

Emergency Change

Yes

Note: Emergency Changes have limited assessment and approval, but require some level of testing.

Project Mgmt

Resource Project Team

Register Project with

PMO

Initiate Project

Plan Project (Detailed)

Post-Implementation

ReviewClose Project

Requirements Development

Solution Alternatives

Solution Procurement Solution Design

Solution Development/

IntegrationSolution Testing Solution

Implementation

Solution Development Lifecycle

Interface Change Mgmt

ProjectManagement

Manage Assets, Configuration Items, and CMDB Throughout Asset Lifecycle

Validate CMDB

Integrity

Configuration Status

Reporting

Configuration Verification &

Audit

Develop CMDB Structure

Develop Technology Architecture

Asset/Config Mgmt

Service Asset & Configuration Management

ResourcePlanning &

Management

Resource Mgmt

Develop Resource Strategy

Develop Tactical Resource Plans

Develop Budgets Resource Management Time Management Charge Back IT Audit Review

Svc Design & MgmtPortfolio

Mgmt

Financial Performance

Release Mgmt

Approve

No

Yes

No

Yes

No

Incident Mgmt

Yes

Notification to Stakeholders

Change Mgmt

EventManagement

Event Mgmt

Event Notification Generated

Event Detected Significance

Event Logged

Develop Asset Lifecycle Strategy

Develop Configuration

StrategyProcure Assets Asset Inventory

and StagingDeploy Assets

Dispose of Assets

Develop Release Strategy

Coordinate With Vendor Release

Strategies

Validate Return on

Investment

SecurityPlanning and Management

Security Planning &

Mgmt

Evaluate Information

Threats & Risks

Evaluate Physical Threats & Risks

Develop & Implement

Security Plan

Develop & Implement

Security Policies

Evaluate & Acquire Security

ToolsContinuous Monitoring for Security Breach Cause Determination and Correction Periodic Re-Assessment of Threats, Risks, and Tools Periodic Modification of Security Plan, Policies, and Tools

Informational

Exception

IT BusinessValue

Management

ITGovernance and

Management

OrganizationChange

Management

Asset/Config Mgmt

IT Gov Mgmt

Develop IT Governance

Strategy

Define Roles & Responsibilities

DevelopIT Governance

Policies


Plan

Develop/Implement IT Communications Plan

Business Value Mgmt

Establish IT Business Value

Governance

Develop Business Value Standards

& Guidelines

Assess Current IT Business Value

Develop IT Business Value

Strategy

Measure/Analyze IT Business Value Manage/Report IT Business Value

Improve IT Business Value Performance

Org. Chg Mgmt

Develop Organization Change Management

Governance

Assess Impact Of Organization

Change

Determine Organization Change Requirements

and Metrics

Perform Stakeholder

Analysis

Develop Communications

Strategy/PlanExecute Communications Plan

Communications Measurements & Message Tuning

Incident Mgmt

Customer Relationship Management

(CRM)

IT As a Business

Review Enterprise Strategy

Develop Management

System Strategy

Develop Measurements

Strategy

Develop IT Tactical Plan Performance Improvement Projects Revise Strategies

and PlansDevelop IT

Strategic Plan

Develop Operational Goals

& Objectives

Collect Measurements &

Metrics

Analyze Measurements &

Metrics

Identify Corrective

Actions

Report IT Organization Performance

Define What You Should

Measure

Define What You Can Measure

Gather The Data

Process The Data

Analyze The Data

Present and Use The Information

Implement Corrective

Actions

Continual Process Improvement

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT ServiceContinuity

Management

ServiceCont

Mgmt

Develop Business Continuity Strategy

Develop Business Continuity Plans

Update Project with Service Continuity

Scope

Develop BIA, Risk Assessment &

Continuity Strategy

Develop Continuity Plan and Recovery

Plan

Develop Organization Plan

Develop Testing Strategy

IT As a Business

IT Supplier Management

Change Mgmt

Availability and Capacity

Management

Avail/Cap Mgmt

Review Current Availability &

Capacity

Develop Availability &

Capacity Plans

Continuous Review of Capacity & Performance Improve Current Service & Component Capacity Assess, Agree, & Document New Requirements & Capacity Plan New Capacity

Security Planning &

Mgmt

Test Availability and Capacity Mechanisms

Monitor/Analyze Service & Component Availability Investigate Service/Component Unavailability & Initiate Remedial Action Implement Countermeasures Plan & Design New & Changed Services

IT As a Business

IT SupplierMgmt

Review Technology Architecture

Develop Supplier

Strategies

Define Supplier Requirements

Evaluate & Select Suppliers/

Products/Svcs

Negotiate Supplier

Contracts

Manage Business RelationshipsIT As a

Business

InterfaceIT Gov Mgmt

InterfaceOrg. Chg

Mgmt

Event Mgmt

Provision System Users

Svc Rqst Mgmt Std

Develop Customer Downtime Procedures

Interface IT Gov Mgmt

Develop Project Management

Strategy

Develop PMO Structure


Tools/Templates

Interface Org. Chg

Mgmt

Conduct Governance Meetings Conduct Periodic Communications Administer Enterprise & IT Policies

PortfolioMgmt

Develop Notification Thresholds

Develop Problem Management

Strategy

Identify Critical Problem Areas

Establish Root Cause Analysis

Teams

Self Correcting?

Yes

< X Hours

All Approved Requests

>= X Hours

Release Mgmt

Monitor and Measure Supplier Performance

Education/Awareness/Training Review/Audit Testing

Business Value Mgmt

IT Gov Mgmt

ReleaseDeployment

Develop Availability/

Capacity Strategies

IT Gov Mgmt

Portfolio Mgmt

IT Gov Mgmt

Interface Project Mgmt

Execute, Manage and Control Project Report on Project

Conduct Compliance Audits

IT G

over

nanc

e an

d M

anag

emen

t IT Governance and M

anagement

IT Governance and Management


12175 W Linebaugh AvenueTampa, FL 33626-1732

Copyright © 2006, 2007, 2008, Integrated Solutions Management, Inc. Version 4.2 April 2008 - All Rights Reserved

Managing Demand to Meet Strategic Business Objectives and Increase Business Value

Develop Service Level

Strategy

Develop Event Management

Plan

IT SupplierMgmt

Review Data and Analyze

Trends

Business Value Mgmt

Assessment/Impact Analysis

Standard Change

Change Mgmt

Project Mgmt

Interface Portfolio

Mgmt

Develop Scheduled

Maintenance Strategy

Change Mgmt

Project Mgmt

Avail/Cap Mgmt

QualityManagement

QualityMgmt

Develop Quality Management

Strategy

Define Quality Manager Roles & Responsibilities

Plan and Design Tests and Exit

Criteria

Verify Test Plans and Designs

Determine Test Data

Requirements

Prepare Test Environment

Perform Tests and Record

Results

Issues orRisks?

Resolve Incidents & Issues &

Mitigate Risks


InterfaceProblem

Mgmt

InterfaceIncident Mgmt

Exit Criteria Met?

IT As a BusinessNo

Yes

Yes

No


Tools/Templates

Planningand Running ITAs a Business

CRMDevelop

IT Customer Strategies

Interface CRM

Synchronize Customer and Service

Strategies

Svc Design & Mgmt

Develop IT CRM Plan

Facilitate Customer

Communications

Assist Customer with Non-Std

RequestsIT As a

BusinessPromote Standard Services Measure Customer Satisfaction Communicate Business Value of

IT Organization

Risk &Compliance

Management

Risk & Compliance

Mgmt

IT As a Business

Develop Compliance Strategy & Objectives

Perform Risk Assessment

Determine Appropriate Response to Eliminate or

Mitigate Risk

Implement Risk Response

Monitor/Audit for Risks and

ViolationsRisk Found?

Develop Risk Management Strategy

and Objectives

Develop “Code of Conduct” & Other

Policies & Procedures

Develop Audit, Monitoring, Training & Reporting Strategy

YesImplement Internal

Reporting Mechanism and Ongoing Training

Violation Found?

Investigate Violation

YesDetermine and Implement

Necessary Remedial and Preventive Action

Invoke Enforcement & Disciplinary Procedures

as Required

Risk & Compliance



No

No

Revise Training Program as Required

Continue Training Workforce

IntProject Mgmt

IntIT Gov Mgmt

InterfaceProject Mgmt


Business Value Mgmt


Strategy

CRM

Change Mgmt

Test Business Continuity Plans

IT Gov Mgmt Project

Mgmt

Asset/Config Mgmt

Report Supplier Performance

Provide Project Management

Training

QualityMgmt

Portfolio Mgmt

Provide Quality Management

Training


Svc Rqst Mgmt Non

Std

Svc Design & Mgmt

Business Value Mgmt

Measure Organization Change

Effectiveness

Develop IT Process Model

Svc Rqst Mgmt Non

Std

Svc Rqst Mgmt Non

Std

Change Mgmt

InterfaceAsset/Config


www.ismonline.com813.855.3710


VIRTUALIZATION PLANNING AND MANAGEMENT PROCESSVIRTUALIZATION PLANNING AND MANAGEMENT PROCESS

21

VPMReview IT Strategic &

Tactical PlansReview Technical

Architecture

Develop Virtualization Tools

Implementation Plan

Develop Virtualization

Management / Support Strategy

Svc Design & Mgmt

Asset/Config Mgmt

IT As a Business

Avail/Cap Mgmt

Security Planning &

Mgmt

Event Mgmt

ServiceCont

Mgmt

Risk & Compliance

Mgmt

Service Level Mgmt

QualityMgmt

Implement/Update Virtualization Tools

Develop Templates & Deploy VM’s

Change Mgmt

Monitor & Manage Virtualization & Storage Activities Conduct Virtualization AuditsMeasure/Analyze

Virtualization Business Value

IT As a Business

Release Mgmt

Change Mgmt

Problem Mgmt

Service Level Mgmt

Problem Mgmt

Service Level Mgmt


• Description: Plans, designs, deploys, and manages the virtualized components of the production environment• Key Relationships:

Planning Processes Operational Processes– Risk and Compliance Management

– Service Level Management

– Event Management

– Availability and Capacity Management

– Security Planning and Management

– Service Continuity Management

– Change Management (“Gatekeeper” for Production Environment)

– Release Management

– Problem Management

– Service Level Management

– Others via Change Management : Quality Management, Service Continuity, Availability/Capacity, Asset/Configuration


VIRTUALIZATION PLANNING AND MANAGEMENT PROCESSVIRTUALIZATION PLANNING AND MANAGEMENT PROCESS

22



Architecture


Implementation Plan

Develop Virtualization

Management / Support Strategy

Svc Design & Mgmt

Asset/Config Mgmt

IT As a Business

Avail/Cap Mgmt

Security Planning &

Mgmt

Event Mgmt

ServiceCont

Mgmt

Risk & Compliance

Mgmt

Service Level Mgmt

QualityMgmt



Change Mgmt



IT As a Business

Release Mgmt

Change Mgmt

Problem Mgmt

Service Level Mgmt

Problem Mgmt

Service Level Mgmt


• Best Practices: – Technology should not be the driving factor for Virtualization – Virtualization must fulfill a

set of business requirements

– Develop comprehensive Virtualization Management and Support Strategy and corresponding Plans

• Isolate critical or sensitive systems• Develop using cross-functional teams

– Manage all VM deployments using Change Management process which inter-relates with many of the processes mentioned above


EFFECT OF VIRTUALIZATION ON OPERATIONAL MODELEFFECT OF VIRTUALIZATION ON OPERATIONAL MODEL

23

•Currently: – Most Business Process Models (Architectures) are based

upon “static” defined processes and physical relationships between Configuration Items / Assets (e.g., ITIL V3)

– IT Operations and Performance Management tools automate processes based upon this “static” model

•Approach for Virtualization: – If no Business Process Model is defined and documented

today, this could be the catalyst

– If there is, move the Business Process Model from Physical to Virtual (P2V)

– Focus the new model around defining and delivering IT Services, including the qualitative measurements and metrics (e.g., ITIL V3)



(Non-Standard)

Svc Rqst Mgmt Non

Std


Develop Business Case/Project/Risk

Assessment

Approve/Reject

Close Request

Notification to Stakeholders Level of Effort

Portfolio Mgmt


Request Fulfillment


Release Mgmt

Release Planning



Release Testing/

Acceptance


Support & End User Training Successful? Backout Release &

Develop Action Plan Close ReleaseNo

Yes

Release & Deployment Management

Reject

Approve

Change Mgmt

Project Mgmt

Known Errors

Manage PortfolioPortfolio Mgmt

Portfolio Management

Review Current Project Portfolio



Projects


Matrix



IncidentManagement


Verify Resolution


Verify Resolution

Problem Resolution


Perform Root Cause

Analysis

Open Problem Record



Classify Incident


Apply Workaround/

Escalate Incident

Incident Resolved?

In Service Catalog?

Problem Mgmt




Approve/Reject



Svc Rqst Mgmt Std

Define Knowledge Items Update Knowledge Base Support Service Management Processes Update Knowledge Items and Knowledge BaseKnowledge

Management

Problem Management


Verify Request

Fulfillment



(Standard)

No Update CMDB

Service Level Mgmt

PortfolioMgmt

Develop Knowledge Management StrategyKnow-ledge Mgmt

Incident(Service Disruption)

Service Request (New Capability)


Data

Measure Performance


Thresholds

Corrective Action Needed

?

Forward to Process

Analyze Trends &

Deviations


Agreements

Initiate Corrective

Action



Plan


Management

Service Level Mgmt

Problem Mgmt

Change Mgmt

Change Mgmt


Svc Design & Mgmt


Strategy

Develop IT Services

Strategy/Portfolio

Define IT Services

Develop Cost/Price

Model

Asset/Config Mgmt


Forecast Service



Business Value

Reject

ChangeManagement

Change Mgmt

Open Request for

Change

Prioritize/Classify

Part of Release?

Approve Change /

Develop FSC


Results


Update CMDB


Met Requirements


ReviewClose Change

Backout Change from

Production

Yes

No

Planned Change

Emergency Change

Yes

Note: Emergency Changes have limited assessment and approval, but require some level of testing.

Project Mgmt



PMO

Initiate Project


Post-Implementation

ReviewClose Project

Requirements Development

Solution Alternatives

Solution Procurement Solution Design

Solution Development/

IntegrationSolution Testing Solution

Implementation



ProjectManagement


Validate CMDB

Integrity


Reporting


Audit



Asset/Config Mgmt


ResourcePlanning &

Management

Resource Mgmt




Svc Design & MgmtPortfolio

Mgmt


Release Mgmt

Approve

No

Yes

No

Yes

Incident Mgmt

Yes


Change Mgmt

EventManagement

Event Mgmt


Event Detected SignificanceEvent

Logged



StrategyProcure Assets Asset Inventory

and StagingDeploy Assets

Dispose of Assets



Strategies

Validate Return on

Investment


Security Planning &

Mgmt


Threats & Risks

Evaluate Physical

Threats & Risks

Develop & Implement

Security Plan

Develop & Implement

Security Policies and Training

Evaluate & Acquire

Security Tools

Continuous Monitoring of Security Environment for Security Breach Cause Determination and Correction Periodic Re-Assessment of the Security Environment Periodic Modification of Security Plan, Policies, and Tools

Informational

Exception

IT BusinessValue

Management

ITGovernance and

Management

OrganizationChange

Management

Asset/Config Mgmt

IT Gov Mgmt


Strategy



Policies


Plan


Business Value Mgmt


Governance


& Guidelines



Strategy



Org. Chg Mgmt


Governance


Change


and Metrics

Perform Stakeholder

Analysis




Incident Mgmt


(CRM)

IT As a Business


Develop Management

System Strategy


Strategy

Develop IT Tactical Plan Performance Improvement Projects Revise Strategies

and PlansDevelop IT

Strategic Plan


& Objectives


Metrics


Metrics

Identify Corrective

Actions


Define What You Should

Measure

Define What You Can Measure

Gather The Data

Process The Data

Analyze The Data

Present and Use The Information

Implement Corrective

Actions


IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business

IT As a Business


Management

ServiceCont

Mgmt




Scope


Continuity Strategy


Plan



IT As a Business


Change Mgmt


Management

Avail/Cap Mgmt


Capacity

Develop Availability & Capacity Plans


Security Planning &

Mgmt



IT As a Business

IT SupplierMgmt


Develop Supplier

Strategies



Products/Svcs

Negotiate Supplier

Contracts


Business


InterfaceOrg. Chg

Mgmt

Event Mgmt


Svc Rqst Mgmt Std


Interface IT Gov Mgmt


Strategy



Tools/Templates

Interface Org. Chg

Mgmt


PortfolioMgmt



Strategy



Teams

Self Correcting?

Yes

< X Hours


>= X Hours

Release Mgmt



Business Value Mgmt

IT Gov Mgmt

ReleaseDeployment


Capacity Strategies

IT Gov Mgmt

Portfolio Mgmt

IT Gov Mgmt

Interface Project Mgmt



IT G

over

nanc

e an

d M

anag

emen


anagement




Copyright © 2006, 2007, 2008, Integrated Solutions Management, Inc. DRAFT Version 5.0 September 2008 - All Rights Reserved



Strategy


Plan

IT SupplierMgmt


Trends

Business Value Mgmt

Assessment/Impact

Analysis

Standard Change

Change Mgmt

Project Mgmt

Interface Portfolio

Mgmt

Develop Scheduled


Change Mgmt

Project Mgmt

Avail/Cap Mgmt

QualityManagement

QualityMgmt


Strategy



Criteria


Determine Test Data

Requirements



Results

Issues orRisks?


Mitigate Risks


InterfaceProblem

Mgmt

InterfaceIncident Mgmt

Exit Criteria Met?

IT As a BusinessNo

Yes

Yes

No


Tools/Templates


CRMDevelop


Interface CRM


Strategies

Svc Design & Mgmt

Develop IT CRM Plan

Facilitate Customer

Communications


RequestsIT As a

BusinessPromote Standard Services Measure Customer Satisfaction Communicate Business Value of

IT Organization

Risk &Compliance

Management

Risk & Compliance

Mgmt

IT As a Business




Mitigate Risk





and Objectives






Violation Found?


YesDetermine and Implement Necessary Remedial and

Preventive Action


as Required

Risk & Compliance



No

No



IntProject Mgmt

IntIT Gov Mgmt



Business Value Mgmt


Strategy

CRM

Change Mgmt


IT Gov Mgmt Project

Mgmt

Asset/Config Mgmt



Training

QualityMgmt

Portfolio Mgmt


Training


Svc Rqst Mgmt Non

Std

Svc Design & Mgmt

Business Value Mgmt


Effectiveness


Svc Rqst Mgmt Non

Std

Svc Rqst Mgmt Non

Std

Change Mgmt

InterfaceAsset/Config



Risk & Compliance

Define Security Organization

Structure

Define Security

Model (ISO, ITIL, etc.)

VPM

Virtualization Planning and Management

Review IT Strategic & Tactical Plans

Review Technical Architecture


Implementation Plan

Develop Virtualization Management

Strategy

Svc Design & Mgmt

Asset/Config Mgmt

IT As a Business

Avail/Cap Mgmt

Security Planning &

Mgmt

Event Mgmt

ServiceCont

Mgmt

Risk & Compliance

Mgmt

Service Level Mgmt

QualityMgmt



Change Mgmt



IT As a Business

Release Mgmt

Change Mgmt

Problem Mgmt

Service Level Mgmt

Problem Mgmt

Service Level Mgmt

VPM VPM

VPM

VPM

VPM

VPM

VPM

VPM

VPM

VPM

Effects of Effects of VirtualizationVirtualization


CHANGE MANAGEMENT PROCESSCHANGE MANAGEMENT PROCESS

24


Change Mgmt

Open Request for

Change

Prioritize/Classify


Update CMDB


Met Requirements


ReviewClose Change

Backout Change from

Production

Yes

No

Planned Change

Emergency Change

Yes

Note: Emergency Changes have limited assessment and approval , but require some level of testing.

IT As a Business

Standard Change

Release Mgmt

Svc Rqst Mgmt Non

Std

Release Mgmt

Assessment/Impact

Analysis

Part of Release?

Approve Change /

Develop FSC


Results

No

VPM


• Description: Plans, manages, and controls all changes to the production environment • Effects of Virtualization:

– Change Management Process • Impact Analysis of Planned and Emergency Changes• Change Back-outs

– In support of related processes • Risk and Compliance Management • Availability / Capacity Management • Release Management• Quality Management • Service Continuity Management• Asset / Configuration Management


CHANGE MANAGEMENT PROCESSCHANGE MANAGEMENT PROCESS

25


Change Mgmt

Open Request for

Change

Prioritize/Classify


Update CMDB


Met Requirements


ReviewClose Change

Backout Change from

Production

Yes

No

Planned Change

Emergency Change

Yes

Note: Emergency Changes have limited assessment and approval , but require some level of testing.

IT As a Business

Standard Change

Release Mgmt

Svc Rqst Mgmt Non

Std

Release Mgmt

Assessment/Impact

Analysis

Part of Release?

Approve Change /

Develop FSC


Results

No

VPM


• Approach to refine Change Management for Virtualization – Change Manager needs to revise their Change Definition Checklist to include Virtualization

– Require virtualization representation on the Change Advisory Board and at Post-Implementation Review meetings

• All Process Owners are responsible for revising their respective processes to support a virtualized environment ̶� Thoroughly understand the impacts of Virtualization on their processes̶� Revise roles and responsibilities, business rules, measurements and metrics̶� Develop requirements for new and improved operations and performance management

tools


EFFECT OF VIRTUALIZATION ON ORGANIZATION STRUCTUREEFFECT OF VIRTUALIZATION ON ORGANIZATION STRUCTURE

26


• Currently:– Technical and operational expertise (Probably not in agreement of how to support a

Virtualized environment)

– Management disciplines and governance were developed over time to support a physical environment (Probably not at the level required to support a Virtualized environment)

• Approach for Virtualization: – Establish ownership of the Virtualization Planning and Management process – Must

work closely with other Process Owners because VPM has significant impact

– Establish Virtualization Manager

– Understands the whole production environment from a technical perspective

– Is responsible for managing Virtualization strategies and plans and resolving all Virtualization issues (Attends Change Advisory Board meetings)

– Strong relationship with the strategic Virtualization vendors


EFFECT OF VIRTUALIZATION ON MEASUREMENTS AND EFFECT OF VIRTUALIZATION ON MEASUREMENTS AND METRICSMETRICS

27


• Measurements and Metrics - Quantitative (how many?) vs. Qualitative (how well?) • Currently:

– Quantitative measurements are justifying Virtualization investments – Dollars saved on servers, facilities, energy, and staff

– Validity of current qualitative results could be suspect (e.g., Problems caused by Changes)

• Approach for Virtualization: – Determine impact of Virtualization on IT’s Mission, Goals and Objectives,

Critical Success Factors, KPI’s, and current measurements/metrics

– Revise all processes to deliver redefined quantitative and qualitative measurements (e.g., Service Level Agreements, Business Value, Customer Satisfaction) in support of Virtualization Management and Support Strategy


EFFECT OF VIRTUALIZATION ON IT MANAGEMENT SYSTEMSEFFECT OF VIRTUALIZATION ON IT MANAGEMENT SYSTEMS

28

Effects of Effects of VirtualizationVirtualization• Currently:

– Most operations and performance management systems (e.g., monitoring tools) are mature in support of a physical model in the quantitative sense, but less mature in qualitative sense

– All current systems and tools are immature in support of virtual model in both quantitative and qualitative sense

– Major enterprise management tool vendors (HP, CA, IBM) - Trying to catch up with the technology

– Virtualization vendors (VMware, Citrix, Microsoft) are focused on improving their technology, not building management support tools

• Approach for Virtualization: – Define the new systems requirements during revision of the IT processes – Map to management systems and tools of major enterprise management vendors (HP, CA,

IBM), to Virtualization vendors (VMware, Citrix, Microsoft), and to in-house systems and tools– Apply a “muscle management” style until mature operational and performance systems are

available


ADDRESSING THE CHALLENGESADDRESSING THE CHALLENGES

29


• Lack of formalized strategy, planning, testing, and deployment disciplines

– Process – Define the Virtualization Planning & Management (VPM) process to support your organization

– Strategy – As output of VPM process, define the strategy to manage and support a Virtualized environment

• Increasing complexity of the operational production environment

– Process – Tightly align VPM process with Change Management, which serves as “gatekeeper” to the production environment

– Management Systems – Fill the current gaps in operations and performance management tools to support Virtualization – Through defined processes and/or vendor or in-house tools

• Lack of visibility and oversight by business management

– Governance – Align the Virtualization Strategy with Enterprise and IT Governance principles

– Process – Align the VPM process with Enterprise and IT risk management-related processes and report results to Enterprise management


ADDRESSING THE CHALLENGESADDRESSING THE CHALLENGES

30


• Lack of formalized roles and responsibilities with new service delivery model

– Organization Structure – Establish ownership and accountability for Virtualization within senior IT management team

– Process – Define process roles and responsibilities within the VPM process, including Process Owner and Virtualization (Process) Manager

• Immaturity of operations and performance management systems and tools

– Process – Align VPM process with other Service Delivery and Support processes

– Management Systems - Develop/update process automation requirements and select/implement operations and performance management systems

• Lack of management measurements and metrics

– Governance – Take a top-down, Balanced Scorecard or Management Dashboard approach to defining management measurements – Mission, Critical Success Factors, Key Performance Indicators

– Process / Measurements – Align VPM process with other processes to provide qualitative measurements (Service Level Agreements, Business Value, Customer Satisfaction)


KEY CONCEPTS – FINAL THOUGHTSKEY CONCEPTS – FINAL THOUGHTS

• Virtualization requires a significant change to the Service Delivery Business Model – From managing a physical production environment to a virtual or mixed virtual/physical production environment

• No formalized business management Best Practices or Silver Bullets available from any research or governance entity – Requires solid strategy, thorough planning, and effective process management disciplines to improve the operational maturity of a virtualized environment

31



(Non-Standard )

Svc Rq st M gm t No n

Std


Develop Business Case/Project /Risk

Assessment

Approve/Reject

Close Request


Level of Effort

P ortf olio M gm t


Request Fulfillment


Release M gm t

Release Planning



Release Testing /

Acceptance


Support & End User Training

Successful? Backout Release & Develop Action Plan

Close ReleaseNo

Yes

Release & Deployment Management

Reject

Approve

Ch an ge M gm t

P roj ect M gm t

Known Errors

Manage PortfolioP ortf olio

M gm tPortfolio

ManagementReview Current Project Portfolio



Projects


Matrix



IncidentManagement


Verify Resolution


Verify Resolution

Problem Resolution


Perform Root Cause

Analysis

Open Problem Record



Classify Incident


Apply Workaround/

Escalate Incident

Incident Resolved?

In Service Catalog?

P rob lem M gm t




Approve/Reject



Svc Rq st M gm t Std

Define Knowledge Items Update Knowledge Base Support Service Management Processes Update Knowledge Items and Knowledge BaseKnowledge Management

Problem Management


Verify Request

Fulfillment



(Standard )

No Update CMDB

Service Level M gm t

P ortf olioM gm t

Develop Knowledge Management StrategyK no w-led ge M gm t

In cide nt(Service D isr up tio n)

Service Req uest (New C apab ility)


Data

Measure Performance


Thresholds

C orre ctive Actio n Needed

?

Forward to Process

Analyze Trends &

Deviations


Agreements

Initiate Corrective

Action



Plan


Management

Service Level

M gm t

P rob lem M gm t

Ch an ge M gm t

Ch an ge M gm t


Svc D esign & M gm t


Strategy

Develop IT Services Strategy/Portfolio

Define IT Services

Develop Cost/Price

Model

Asset/Co n fig M gm t


Forecast Service



Business Value

Reject

ChangeManagement

Ch an ge M gm t

Open Request for

Change

Prioritize/Classify

Part of Release?

Approve Change /

Develop FSC


Results


Update CMDB


Met Requirements


ReviewClose Change

Backout Change from

Production

No Yes

No

Planned Change

Emergency Change

Yes

Note: Em ergenc y Ch anges h ave limited assessmen t and ap pro val, bu t requ ire som e le vel of testin g.

P roj ect M gm t



PMO

Initiate Project


Post-

Implementation Review

Close Project

Req uir em ent s D evelop m en t

Solu tio n Alt ern atives

Solu tio n P roc ure m ent

Solu tio n D esignSolu tio n

D evelop m en t/In tegrati on

Solu tio n Testin gSolu tio n

Im p lem en tatio n


In terface C hange Mgm t

ProjectManagement


Validate CMDB

Integrity


Reporting


Audit





ResourcePlanning &

Management

Resou rc e M gm t





P ortf olio M gm t


Release M gm t

Approve

No

Yes

No

Yes

No

In cide nt M gm t

Yes


Ch an ge M gm t

EventManagement

Event M gm t


Event Detected

SignificanceEvent

Logged



StrategyProcure Assets

Asset Inventory and Staging

Deploy AssetsDispose of

Assets



Strategies

Validate Return on

Investment


Secu rity P lann ing &

M gm t


Threats & Risks

Evaluate Physical Threats & Risks

Develop & Implement

Security Plan

Develop & Implement

Security Policies

Evaluate & Acquire Security

ToolsContinuous Monitoring for Security Breach Cause Determination and Correction Periodic Re-Assessment of Threats , Risks, and Tools Periodic Modification of Security Plan , Policies, and Tools

Informational

Exception

IT BusinessValue

Management

ITGovernance and

Management

OrganizationChange

Management


IT G ov M gm t


Strategy



Policies


Plan


Busin ess Valu e M gm t


Governance


& Guidelines



Strategy



Or g. Ch g M gm t


Governance


Change


and Metrics

Perform Stakeholder

Analysis




In cide nt M gm t


(CRM)

IT As a Busin ess


Develop Management

System Strategy


Strategy

Develop IT Tactical Plan

Performance Improvement ProjectsRevise Strategies

and PlansDevelop IT

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& Objectives


Metrics


Metrics

Identify Corrective

Actions


D efine W h at Yo u Sh ou ld

M easur e

D efine W h at Yo u C an M easur e

G ath er The D ata

P roc ess Th e D ata

An alyze The D ata

P resen t and Use Th e Info rm atio n

Im p lem en t Co rr ective

Ac tion s


IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess

IT As a Busin ess


Management

ServiceCo n t

M gm t




Scope


Continuity Strategy


Plan



IT As a Busin ess


Ch an ge M gm t


Management

Avail/Ca p M gm t


Capacity

Develop Availability &

Capacity Plans


Secu rity P lann ing &

M gm t



IT As a Busin ess

IT Sup p lierM gm t


Develop Supplier

Strategies



Products/Svcs

Negotiate Supplier

Contracts


Busin ess

In terfaceIT G ov Mgm t

In terfaceOrg. C hg

Mgm t

Event M gm t


Svc Rq st M gm t Std


In terface IT G ov Mgm t


Strategy



Tools/Templates

In terface Org. C hg

Mgm t


P ortf olioM gm t



Strategy



Teams

Self Correcting?

Yes

< X Hours


>= X Hours

Release M gm t




IT G ov M gm t

ReleaseDeployment


Capacity Strategies

IT G ov M gm t

P ortf olio M gm t

IT G ov M gm t

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Copyright © 2006, 2007, 2008, Integrated Solutions Management , Inc. Version 4.2 April 2008 - All Rights Reserved



Strategy


Plan

IT Sup p lierM gm t


Trends


Assessment /Impact

Analysis

Standard Change

Ch an ge M gm t

P roj ect M gm t

In terface Po rtf olio

Mgm t

Develop Scheduled


Ch an ge M gm t

P roj ect M gm t

Avail/ Ca p M gm t

QualityManagement

Qu alityM gm t


Strategy



Criteria


Determine Test Data

Requirements



Results

Issues orRisks?


Mitigate Risks


In terfacePr oblem

Mgm t

In terfaceIn cid ent

Mgm t

Exit Criteria Met?

IT As a Busin essNo

Yes

Yes

No


Tools/Templates


CRMDevelop


In terface C RM


Strategies


Develop IT CRM Plan

Facilitate Customer

Communications


Requests

IT As a Busin ess

Promote Standard Services Measure Customer Satisfaction Communicate Business Value of IT Organization

Risk &Compliance

Management

Risk & Co m p liance

M gm t

IT As a Busin ess




Mitigate Risk





and Objectives






Violation Found?


YesDetermine and Implement

Necessary Remedial and Preventive Action


as Required

Risk & Co m p liance



No

No



In tPr oject Mgm t

In tIT G ov Mgm t

In terfacePr oject Mgm t




Strategy

CRM

Ch an ge M gm t


IT G ov M gm t P roj ect

M gm t




Training

Qu alityM gm t

P ortf olio M gm t


Training

In terfacePr oject Mgm t


Std




Effectiveness



Std


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Ch an ge M gm t

In terfaceAsset/C onfi g



The world we’ve made is a result of the level of thinking we have done thus far, creating problems we cannot solve at the same level of thinking. Albert Einstein

Organization StructureManagement Style and Culture

Systems and Tools/MethodsPolicies and Procedures

Business Processes

Data and InformationMeasurements

Strategy

Governance



Architecture


Implementation Plan

Develop Virtualization Management

Strategy

Svc Design & Mgmt

Asset/Config Mgmt

IT As a Business

Avail/Cap Mgmt

Security Planning &

Mgmt

Event Mgmt

ServiceCont

Mgmt

Risk & Compliance

Mgmt

Service Level Mgmt

QualityMgmt



Change Mgmt



IT As a Business

Release Mgmt

Change Mgmt

Problem Mgmt

Service Level Mgmt

Problem Mgmt

Service Level Mgmt

Virtualization Planning and Management


Hardware Storage Network Applications

Security

Service Management

Governance


QUESTIONS and ANSWERS

Thank You



•Virtualization– Presents hardware resources as virtual

resources, i.e.:• Compute (CPU/Memory)• Storage (Disk)• Network Interfaces (NIC)

– Allows managed sharing of hardware resources

– Presents standard hardware to “Guest” operating systems running inside virtual machines (VMs)

– Frees software from physical hardware dependencies



“It’s easy to make a VM. People create lots of VMs. VMs increase complexity and connections geometrically.”

- Erik Worbel, Director of Product Management, VMware Corp.

“It’s easy to make a VM. People create lots of VMs. VMs increase complexity and connections geometrically.”

- Erik Worbel, Director of Product Management, VMware Corp.

“We’re finding that security is the forgotten stepchild in the virtualization buildout.”

- Steven Elliott, IDC

“We’re finding that security is the forgotten stepchild in the virtualization buildout.”

- Steven Elliott, IDC

“Hyper-V will ultimately mean that the power of virtualization will reach the masses and that virtualization is no longer an 'if' but a 'when.' The 'when' pretty much just became 'now'.”

- Mark Bowker, Enterprise Strategy Group

“Hyper-V will ultimately mean that the power of virtualization will reach the masses and that virtualization is no longer an 'if' but a 'when.' The 'when' pretty much just became 'now'.”

- Mark Bowker, Enterprise Strategy Group



•How many virtualization hosts does your organization have?




•How many virtual machines does your organization have?




•Percentage of your servers that will be virtualized by the end of 2010?


25-49%

Less than 10

100%

10-24%

75-99%

Zero

50-74%



•Conventional x86 server sprawl– 36M physical servers by 2011 – a ten fold increase in 15 years*– $140B in excess server capacity – a three year supply*

•Operating costs– $8B in maintenance for every $1 spent on new infrastructure*– 20 – 30:1 server-to-admin ratio**

•Power and cooling– 50c for every $1 spent on servers***– $29B in power and cooling industry wide***

*IDC Doc #207044 – U.S. and Worldwide Server Installed Base 2007-2011

**Source: VMware Corporation

***IDC Doc #206035 – Virtualization and Multicore Innovations Disrupt The Worldwide Server Market



•Lower operating cost– Fewer hardware platforms– Can be as much as 50% reduction in hardware

•Boost CPU utilization– Multiple VMs on a single host can reclaim unused CPU cycles

•Faster server provisioning– 50 – 70% reduction in deployment of new servers

•“The Microsoft factor”– Microsoft Hyper–V will be an integral, standard component of Microsoft’s

2008 Server


ADVANTAGES AND DISADVANTAGESADVANTAGES AND DISADVANTAGES

•Advantages– Less power consumption– Less rack space– Agility within the enterprise– Instant provisioning– Consolidation and commoditization of server hardware– More efficient use of staff – Improved resource allocation– High availability (VMotion)– Distributed Resource Scheduling (DRS-Load Balancing)– File encapsulation


ADVANTAGES AND DISADVANTAGESADVANTAGES AND DISADVANTAGES

•Disadvantages– Server sprawl (VMs)– More robust hardware– Configuration errors– Detrimental effect of hardware failure can be amplified – Complexity of the virtual environment– Requires more detailed planning prior to deployment– Compromise of the ESX host could effect VMs– Possible compromise of the Virtual Console– Greater impact if an attack were successful– Acquisition, management and security of offline storage

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